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Frameworks for Business Process Management: A Taxonomy for Business Process Management Cases
2017While the body of knowledge on business process management has matured during the past decades (Dumas et al., Fundamentals of business process management. Berlin: Springer, 2013; vom Brocke and Rosemann, Handbook on business process management. Berlin: Springer, 2015), few real-world cases are available that provide practical experiences from BPM ...
Mendling, Jan, vom Brocke, Jan
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Business Process Management: A Survey
2003Business Process Management (BPM) includes methods, techniques, and tools to support the design, enactment, management, and analysis of operational business processes. It can be considered as an extension of classical Workflow Management (WFM) systems and approaches.
Wil M. P. van der Aalst +2 more
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Business Process Management in the Classroom
Journal of Cases on Information Technology, 2017Organizations are increasingly adopting Business Process Management (BPM) approaches growing the need for BPM expertise in the industry (Bandara et al., 2010). This has resulted in growing demand for college graduates who have a thorough knowledge of business processes (Lee, 2008).
Sarvepalli, Ashwini, Godin, Joy
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Business Processes and Knowledge Management
2005In this article, first the different types of knowledge are outlined, then comes a discussion of various routes by which knowledge management can be implemented, advocating a process-based route. An explanation follows of how people, processes, and technology need to fit together for effective KM, and some examples of this route in use are given ...
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Structuring Business Process Management
2019This contribution discusses business process management. We explain what business process management is, why it is important and how it can be structured. We refer to our textbook Fundamentals of Business Process Management and present the lifecycle that it builds upon.
Mendling, Jan +3 more
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2018
This book introduces students to business process management, an approach that aims to align the organization’s business processes with the demands of the marketplace. Processes serve as a coordination mechanism, and the aim of business process management is to improve the organization’s effectiveness and efficiency in adapting to change, and ...
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This book introduces students to business process management, an approach that aims to align the organization’s business processes with the demands of the marketplace. Processes serve as a coordination mechanism, and the aim of business process management is to improve the organization’s effectiveness and efficiency in adapting to change, and ...
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What is Business Process Management? [PDF]
, 2010 Googling the term “Business Process Management” in May 2008 yields some 6.4 million hits, the great majority of which (based on sampling) seem to concern the so-called BPM software systems. This is ironic and unfortunate, because in fact IT in general, and such BPM systems in particular, is at most a peripheral aspect of Business Process Management. In
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Business Process Management Standards
2010This chapter discusses the evolution of standards for BPM. The focus is on technology-related standards, especially on standards for specifying process models. A discussion of the two fundamental approaches for modeling processes, graph-based and operator-based, supports a better understanding of the evolution of standards. For each standard discussed,
Leymann, Frank +2 more
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Introduction to Business Process Management
2013Business Process Management (BPM) is not about improving the way individual activities are performed. Rather, it is about managing entire chains of events, activities, and decisions that ultimately add value to the organization and its customers. These chains of events, activities, and decisions are called business processes.
Marcello La Rosa +3 more
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Business Process Management Methodology
2012The methodologies chapter completes this book. It starts by looking into the dependencies between business processes, based on their supplier/consumer relationships, formalized as process landscapes. These dependencies are instrumental not only for business processes of several partners that interact with each other, but also for business processes ...
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