2015933009 Springer Cham Heidelberg New york Dordrecht London#Springer International Publishing Switzerland 2015 This work is subject to copyright.
The first European BPM Round table took place in Eindhoven in 2012 with the objective to broadly exchange knowledge and experience between experts from business, administration, and science.
as well asv the whole team of the Institute of Information systems for their excellent work in preparing the conference and making every guest feel comfortable during their visit at our University.
We would like to cordially thank all contributors for their efforts in bringing their work, experience,
and privilege to work with all the people involved and we hope that a lot of positive developments will emerge from this work.
Vaduz, Liechtenstein Jan vom Brocke Theresa Schmiedel vi Foreword Preface Innovation can be regarded as the idea-to-execution process, i e.,
we can observe that large parts of modern societies are experts in using IT in their daily business.
implementing, and monitoring creative and administrative work to enable overall smooth procedures and to maintain operational excellence.
for example, meanwhile allow for real-time mining of business processes based on the digital traces that single process steps leave or based on text mining possibilities (Gu nther, Rinderle-Ma, Reichert, Van der
and analytical technologies initiate change in the nature of work and what the implications of intelligent processes are.
They outline how informing employees about strategic corporate goals during workflow execution increases strategic alignment and offers innovative possibilities for the implementation of strategic change.
These work packages (WPS) and their coordination are illustrated in the following Fig. 1 (Manufacturing Academy of Denmark, 2014:
The aim of work package 5 is to provide Danish industries with methodologies and approaches to transform advanced business process technologies into proactive value
and back 24 C. Møller This research agenda is aligned with Industrie 4. 0 that further emphasizes New social infrastructures in the workplace and Cyber-Physical Systems technology as research areas.
Retrieved from http://www. amazon com/Building-Real-time-Enterprise-Executive-Briefing/dp/0471678295 Hugos, M. H. 2009.
Another is Steven Alter's Work Systems framework (Alter, 2008. This paper adopts a different perspective;
2004) and a substantial refinement and extension of the Think Service Act Process work of Welke (2005).
& analysis Promotions Advertising Customer requirements Market test Property tracking/accounting Assembly Customer selfservice Materials procurement Proposal preparation Asset management Customer/product
management Recruitment Budget control Facilities management Organizational learning Returns & depot repair Build to order Financial planning Payroll processing Returns management Call center service Financial
Of the numerous available process model frameworks, we adopt the work by Osterwalder, et al. Osterwalder, Pigneur,
how might we be able to solve more of their problem or complete more of their work?
What must they then do after using it to complete their work or solve their problem?
Alternatively, external providers now do many employee services that were provided once internally, by the organization.
, employee benefits, legal services, small item purchasing, employee travel) fail to adequately solve the employee or employers PTBS.
Work system, value chain, and life cycle. IBM Systems Journal, 47 (1), 71 85.46 R. J. Welke Anthony, R. N. 1965.
How adaptive case management will revolutionize the way that knowledge workers get things done. Tampa, FL:
including knowledge work, transparency, and customer-orientation. Many emerging technologies are being integrated into BPM in order to account for these new aspects.
those that change the way people and organizations work, and those that create more intelligent processes.
different styles of work, such as dynamic, goal-driven knowledge work; collaboration with remote and mobile participants, including those outside an organization;
greater transparency and insights into processes for both internal workers and external customers or business partners;
those innovations and technologies that change the way that people and organizations work, and those S. Kemsley(*)Kemsley Design Ltd.,
but is also making inroads with remote and mobile enterprise workers. A healthcare worker working with patients in their homes can gather patient information on a mobile device
removing the need to re-enter data when they return to their office, and receive immediate feedback on potential drug interactions and suggested next steps.
employees from home or remote corporate offices, or business partners and customers from their own 52 S. Kemsley location.
many people, in different locations and with a variety of skills, working together to create content or other work product.
Emerging Technologies in BPM 53 3 The Changing Nature of Work The nature of work is changing:
routine work is becoming highly automated, leaving the complex and unpredictable knowledge work for people.
These knowledge workers apply their skills not just to perform individual tasks assigned to them,
today's workers expect to be able to configure their own environment to suit their working style,
Furthermore, management experts recognized the benefits of distributing co-creation across the value chain, so that ideas from workers at all levels are captured to provide a more accurate picture.
This led to the development of social business applications that allow for emergent structure and processes rather than imposing predetermined taxonomies and procedures
For example, an internal social network that allows employees to create profile pages can be used for locating others with specific skills
For example, a wiki used to document internal operational procedures can be updated directly by any worker with information on specific areas of the procedures.
Increasingly, these functions are integrated directly into the line of business applications that workers use every day and BPM systems are proving to be an ideal platform for this integration:
social in the flow of work, rather than in an ancillary collaboration application. Social functionality manifests in a number of ways in BPM systems:
and workers from different areas will more easily lend their expertise to projects that bear some similarity to their own.
As well as completing the work more effectively, this captures a record of the collaboration, including who was involved in decision-making on each process instance.
Collaboration has always been present in how work is done: the difference now is that systems now support
making it a measurable contributor to work improvement rather than a hidden factor. 3. 2 Dynamic Processes Dynamic processes allow the worker to modify a process,
dynamic processes can also be created by a worker purely for their own use. In routine work, process models are predefined
and the focus is on making processes more efficient. Each step in a process is automated either or assigned to a person as a specific task,
Conversely, knowledge work is required for non-repeatable processes, where only the goals and general guidelines may be set in advance,
and the worker dynamically decides the tasks required to complete the goals in response to current conditions.
Most organizations have both routine work and knowledge work, often within the same processes. In the spectrum between routine and unpredictable work, a business process may be predefined
but allow the participants to modify the process during execution on Emerging Technologies in BPM 55 a case-by-case basis
management no longer dictates every action that employees take, but everyone is given an appropriate level of control required to complete their tasks.
(and unmonitored) methods if overlystrict management control does not allow knowledge worker flexibility within the line of business systems.
Providing flexibility allows knowledge workers to improve the quality of the work completed, based on their skills and experience.
More flexible work styles can also be challenging to less confident workers, who may not collaborate
This can be overcome by a work environment where creative solutions are rewarded encouraging workers to offer their own ideas.
In many cases, organizations can benefit from collaborate, dynamic business processes, but may have corporate cultures
It may be necessary to shift employee metrics from pure efficiency measures to those that capture contributions to problem-solving and social collaboration,
and change extrinsic incentives and reward systems in order to guide worker behavior. 4 Smarter Processes Improved intelligence in business processes is achieved through the combination of many different technologies,
or to alert a worker to take manual actions. Finally, predictive process analytics can be used to dynamically optimize the process model relative to the process goals.
either through human collaboration and knowledge work, or via automated responses to changing conditions. References Hammer, M. 2010.
Yet, it is still not well researched how companies can harness the various benefits for using social media to better involve both employees and customers in various phases of the business process life cycle.
We here understand SM to be a service that facilitates networking among employees and stakeholders,
Additionally the SM enable locating experts on a particular topic within the organization (Stieglitz, Schallenmu ller,
if it will be used solely for marketing and for individual heroics by employees. A more structured approach towards its use is needed
With SM, employees and stakeholders are given much more freedom of choice to collaborate and connect.
(3) enable inclusion of more employees than just a few selected experts in the modeling group.
Typically processes are modeled by a closed group of business analysts, employees and process owners; in our experience often the individuals most in favor of process view
and M. Klun coordination reasons, excluded employees, if not involved at a later stage, can develop negative predispositions towards the process approach (Rosemann, 2006).
but by using SM all employees, not just a handful, are given insight into the model creation.
Employees are involved actively in preparing the process model by contributing the needed data or knowledge,
which enable communication and collaboration among all employees by providing job-specific tools and applications on the intranet IBM-News, 2006).
Obviously, just being given the possibility to use SM for process modeling does not mean employees will indeed do so;
most of the employees have 5%of their work hours explicitly reserved for modeling processes.
Table 1 A framework for classification of SM inclusion in business process life cycle Internal participants External participants Process modeling phase Involving the employees in process modeling Gathering data
or providing feedback on process models from external stakeholders Process execution phase Supporting employees in process execution Outsourcing process activities or providing users'support during execution Process
and feedback on process performance to employees Enabling real time visibility and feedback on process performance to customers or suppliers Process improvement phase Gathering and evaluating ideas for process improvement from employees Gathering
One possible example is employees using Yammer to get advice from colleagues when additional information about a process (or an activity in the process) is required.
All employees have access and contributing rights, the most affluent contributors being ranked as top users.
where companies no longer have employees, but partners, and the goal is not profit, but creating value. 4. 4 Execution Phase for External Participants In the execution phase,
Some companies also include SM in some internal processes, such as recruitment. One way of using SM in the recruitment efforts is for companies to inspect popular sites
such as Facebook, for additional information about the candidate. In such processes SM are applied as an evaluation device,
Further examples of using SM in the recruitment process are connections and referrals through existing employees or other stakeholders. 4. 5 Monitoring Phase for Internal Participants In the monitoring phase,
Employees that are more aware of the processes can have a more holistic view of the workflow and a wider understanding of the interdependency of process activities.
SM allow employees to help improve the processes by contributing their opinions and suggestions for adaptation.
where a large number of improvement suggestions from employees was be gathered, but due to an 68 P. Trkman and M. Klun overwhelming amount and unclear procedures for processing the ideas,
it resulted in little improvement and a very high level of employee dissatisfaction. By connecting all employees on a common platform, companies can find potential experts who might not have been known to them before
or had participated not previously due to a high information-pass on threshold. Such individuals provide insightful recommendations that can prove valuable in the improvement phase.
Incorporating SM into BPM provides flexibility by enabling communication and collaboration among a widespread net of employees and external stakeholders.
not only lead to some marginal gains in a company's reputation but to real improvement in business processes as well as employee and stakeholder satisfaction.
How to use social media to tap the collective genius of your customers and employees. Boston, MA:
Why organisational charts don't work. Retrieved from http://unboss. com/2013/why-organisational-charts-dont-work/Kolind, L,
. & Bøtter, J. 2012). Unboss. JP/Politikens Forlagshus. Koschmider, A.,Song, M, . & Reijers, H. A. 2010).
making employees feel uncomfortable as their routines can be subject to change anytime. Innovation initiatives have to consider
The process innovation and redesign work was done by means of an iterative approach Movelo prototyped the smartphone solution
, If P & C employees and project members, and external test groups, e g.,, existing customers as well as potential customers.
Or Insurer makes an outbound call to recruit new customer Consumer makes insurance request through Smartphone App New customers recruitments are made by word-of-mouth, e g. inviting friends, social communities, etc.
but also other perspectives such as the data-flow, work distribution, etc.),to find bottlenecks and understand the factors causing these bottlenecks,
Section 7 discusses related work and Sect. 8 concludes this paper. 2 Process Mining Process mining aims to discover,
Prom is intended for process-mining experts. Non-experts may have difficulties using the tool due to its extensive functionality.
Commercial process-mining tools such as Disco, Perceptive Process Mining, ARIS Process Performance Manager, Celonis Process Mining, QPR Processanalyzer, Fujitsu Interstage
employees are deleted not they are fired, etc. GL12: Ensure privacy without losing meaningful correlations. Sensitive or private data should be removed as early as possible (i e.,
employees are deleted not they are fired, etc. Extracting Event Data from Databases to Unleash Process Mining 113 Definition 1 (Unconstrained Class Model) Assume V to be some universe of values (strings
Future work aims at providing support for the semiautomatic creation of event models and further investigating the relation with the redo/transaction logs in concrete systems like Oracle.
and classify approach allows for the transformation of database updates into events populating process cubes that can be used for a variety of process-mining analyses. 7 Related Work The reader is referred to (Aalst, 2011) for an introduction
We are not aware of any work systematically transforming database updates into event logs. Probably, there are process-mining case-studies using redo/transaction logs from database management systems like Oracle RDBMS, Microsoft SQL SERVER, IBM DB2,
Acknowledgements This work was supported by the Basic Research Program of the National Research University Higher School of economics (HSE) in Moscow.
and executes its work procedures. The connection between process innovation and process management is by no means new.
Solutions to a lack of innovation need to address various aspects of primarily cultural and strategic nature at an organization's executive and board level (Leavy, 2005), characterizing innovation as an essential multilevel problem
For example, many innovation workshops involve experts about the field, the product, the method, and so forth, whose opinions are valued typically highly.
whether whatever works in one case or context will actually work in another. This problem is called lack of external validity we don't know
Moving to reliable, valid and ultimately credible decisions about innovations through evidence-based decision-making requires an ability to work with data
In turn, project teams are reinforced by experts who expand the overall bandwidth of resources and provide the knowledge needed for innovation.
which are based on collaborative work we have conducted over recent years with organizations in the retail sector in Australia. 6. 1 Positive Deviance Traditionally, process improvement focuses on processes
in that creative staff were finding new solutions for products, display and service, and sometimes where appropriate willingly deviated from the standardized process.
and relaxing regulatory requirements for process execution, empowering bakery staff to make their own decisions.
A new forecasting method for promotion planning. Marketing Science, 18 (3), 301 316. Curtis, B. 2005.
and support environments that leave considerable freedom so that process workers can readily deviate from preestablished paths.
At the same time, consistent management of these processes requires workers and process owners to understand the implications of their actions and decisions on the performance of the process.
We present two emerging techniques deviance mining and predictive monitoring that leverage information hidden in business process execution logs
where process workers and analysts continuously receive guidance to achieve more consistent and compliant process outcomes and a higher performance.
as process workers are expected in essence to follow a scripted process that tells them what to do,
so that process workers have the freedom to perform tasks in various ways, at almost any point in time,
However, while these approaches provide flexibility to process workers and allow managers to scope this flexibility,
they do not per se support managers and workers in deciding what to do and when. In this paper, we outline two emerging techniques that complement flexible process management approaches by identifying patterns of activities associated with positive
Predictive monitoring on the other hand produces recommendations for process workers during the execution of a case. These recommendations refer to a specific (uncompleted) case of the process
Business Process Suport System Predictive Monitoring Deviance Miningbusiness Process Execution Log Business Goals Uncompleted Case Process Worker Process Analyst Recommendations
Analysis of these rules by business experts revealed characteristic situations where control points in the procurement process were being bypassed
or workers that are associated with positive deviance in a business process. The method assumes that the analyst is interested in understanding positive deviance with respect to a given set of process performance measures.
the method uses the notion of Pareto frontier to identify cases that strike the best tradeoffs between these multiple measures.
and Predictive Monitoring 149 process workers to determine which process workers perform better for different types of activities.
The outcome is a characterization of the best cases of the process with respect to process workers
In a previous work (Maggi et al. 2013), we have put forward a specific framework for predictive monitoring aimed at generating predictions at runtime based on user-defined business goals.
business process support systems are required increasingly to provide process workers with sufficient autonomy to enable continuous adaptation and innovation.
and process workers, helping them to recognize actions and decisions that typically drive a process towards desired outcomes and higher performance.
Acknowledgments This work is supported by ERDF via the Estonian Centre of Excellence in Computer science. References Birukou
Prediction of remaining service execution time using stochastic petri nets with arbitrary firing delays. In Proceedings of international conference on service-oriented computing (ICSOC)( pp. 389 403.
How adaptive case management will revolutionize the way that knowledge workers get things done. Tampa, FL:
Rather the opposite seems to be true as, in these works, the exact development steps are not very detailed or not explicitly described.
Against this background, the present work aims at a contribution to closing the identified gap in research.
The research approach of this work stands in the tradition of German design science oriented research in the modelling of enterprise information systems (Frank, 2006:
Finally, Sect. 6 closes the article with a conclusion and an outlook on future work.
This work is extended an version of Fettke (2014 in particular, different techniques, software tools and application scenarios are described in greater detail in Sects. 3 5. 2 Related Work Several authors describe a procedure model for reference modelling
development (Ahlemann & Gastl, 2007; Becker, Delfmann, Knackstedt, & Kuropka, 2002; Delfmann, 2006; Fettke & Loos, 2004;
However, these works do not provide general inductive methods for the development of reference models.
these works focus mainly on the process control view and do not consider the modelling of business information systems in general.
In addition to the works specific to the development of reference models, various approaches are known that have a certain similarity to the inductive development of reference models, e g. approaches for model comparison (Dijkman, Dumas, Van dongen, Ka a rik,
Interviews with domain experts or potential model users can give guidance concerning the requirements that the reference model should fulfil.
and Future Work Reference modelling offers several advantages for the practice of enterprise modelling (see also chapters by Becker (2015) and Malinova and Mendling (2015)).
this work presents the possibilities and challenges of an inductive Fig. 4 Architecture of the reference model miner 170 P. Loos et al. approach,
The initial starting point for this ongoing work is the reference model catalogue provided by Fettke & Loos (2002)( rmk. iwi. uni-sb. de/.
Identification of Business Process Models in a Digital World 171 Further needs for future work are mentioned in the following:
large parts of the work have become digital, with complex sociotechnical systems driving the business.
As a result, a process landscape documented by a huge team can easily be heterogeneous enough to make major consolidation efforts necessary before productive work, i e.
if modelers are under time pressure Individual work results may appear to be of inferior quality
assuming that the kind of work they refer to is selfexplanatory. Such descriptions should always be avoided.
so that models are easy to work with. Although we also know that modeling expertise can compensate for the negative effects of complexity (Reijers & Mendling, 2011
Non-experts hire experts to create models, yet the non-experts nevertheless need to understand these models.
For this reason, the need to reduce model complexity is even more pressing. To reduce the complexity of a process model,
A huge challenge with variants is that there is danger of redundancy. If you fully embrace the concept of variants (i e.,
and avoiding redundancy (Hallerbach, Bauer, & Reichert, 2010). Another implementation of a similar variants concept is based on Eclipse (Weber, Reichert, Mendling,
187 includes both standardized attributes with predefined domains (working time, IT systems, organizational units, etc. and any kind of free form attribute,
Haraldson & Lind, 2011a, 2011b) using assignment structures as a basis to identify interaction patterns is inspired by the work of Goldkuhl and Ro stlinger (2002) and adapted to multiorganizational settings.
Founded on a pragmatic conception of business processes, reflecting both transformative and coordinative dimensions of organizational work
Fig. 4 Key values and innovations addressed in future airports as a basis for future work 206 M. Lind and S. Haraldson 3. 7 Innovation 1:
In this way, the measurement system also works as a decision support system and thereby has an advisory function regarding actions to take in the continuous efforts to optimize the doorto-door processes.
but also for ecosystems covering other work practices. In the maritime domain there are similar challenges. In the MONALISA project (www. monalisaproject. eu) information sharing environments are being set up to achieve safer, more efficient,
Reengineering work: Don't automate, obliterate. Harvard Business Review, 68 (4), 104 112. Hammer, M, . & Champy, J. 1993).
but by all employees of the organization, thus, all those that are directly or indirectly involved in the process execution.
The main objective of the European insurance company is to achieve transparency of its work processes,
in order to create the basis for increasing efficiency Achieve common understanding over all processes Enable easier updates of process-relevant information Use process models as work manuals for employees Reduce process-related risks Measure
This is crucial considering that one of the BPM goals of this company is to use the process models as a work manual for employees.
when an employee (new or existing) views the process map, he or she should gain a basic understanding of how the company operates as a whole.
If the employee requires some additional in depth information about a particular process then the process model details from the lower levels of the corresponding process architecture have to be inspected.
Facilitating cross-functional thinking will in return lead to increased employee communication and collaboration. Moreover, a process map is used as a foundation for the subsequent detailed modeling.
which a manager could ensure that employees are aligned with the company's strategy? This chapter describes a design approach
while employees are guided through the execution of the workflow, they are informed also about the company's strategic goals and how these affect the execution of their activities.
Such an approach increases the alignment between employees'decisions and the strategic priorities of the company.
while employees are guided through the execution of the workflow, they are informed also about the company's strategic goals and how these affect the execution of their activities.
and an application scenario that illustrates its usefulness. 2 Related Work The concept of line of sight (LOS)( Boswell,
Buller & Mcevoy, 2012) in management research explains that human resources play a considerable part in the achievement of a firm's strategy.
However, to fully benefit from their human potential, organizations need to ensure that their employees understand their own role in the strategy of the organization.
LOS has been defined as an employee's understanding of the organization's goals and what actions are necessary to contribute to those objectives (Boswell et al.,
and performance targets from top managers to employees (Boswell et al.,2006). ) The alignment between business processes and strategic goals has been approached by information systems literature in different ways.
Due to the popularity of the BSC methodology among executives, many packaged solutions offer standard business process models that are mapped already into BSC metrics (Brignall & Ballantine, 2003.
Despite the fact that these works have approached the link between business processes and strategic goals, it can be noticed that current studies do not approach the fact that the strategy of the organization may affect the way business process models are designed
and the way employees execute the processes. According to Lepmets et al. 2012), the literature is lacking studies on how process improvement methodologies can be used to align the goals of a process with the business goals of an organization.
Therefore, the approaches used by related work to connect business processes and strategic goals have been superficial
and strategic requirements and to improve employee understanding of their role in the success of the strategy. 3. 1 Basic Concepts
When employees know the expected outcomes of their activities, they are able to improve their job to meet the expectations of the organization (Buller & Mcevoy,
offering much more automation opportunities for making employees aware of their role in the company's strategy.
We define strategy awareness as an information system's capacity to influence users to work towards the strategic priorities of the organization.
not only define how employees should conduct their work, but are used also to inform these employees about the relationship between what they do and
what is needed for the success of the company's strategy. To explain how this relationship is expressed
the second is used to model the outputs of an employee's tasks. Finally, we use the concept of strategic recommendations to inform the employee about the connection between their tasks
and what is required by the organization's strategy. 3. 1. 1 Results-Chain Our first task in building an SA-BPM architecture is to make strategies go digital, i e.,
This capacity is explored in this work to clarify the relationship between the activities executed by a process participant
and their relevance to the strategy of the organization. 3. 1. 2 Work Products Employees in an organization execute activities to produce some output that is valuable to the company.
Through the products of the employees'work organizations perform their daily operations and implement the actions necessary to meet their strategic objectives.
A work product is defined as the output of a single operation executed by an employee.
To connect the concept of work products to the results-chain, we propose a results-chain model in
which the lowest level is the level of the work products. These work products are
then, connected to the actions level, to express the relationship between these and the actions that require their execution to be completed.
it generates a work product Level 1 Level 2 Level 3 Level 4 Fig. 1 Example of the graphical representation of a results-chain Implementing a Digital Strategy through Business Process
In the results-chain, we connect the product quality assessed work product to the action improve quality assessment in the production process.
the work product concept is useful to describe the relationship between what an employee does
and Recommended Work Products For any given operation executed by the company, strategic requirements may affect the way the employee performs his job.
We call a strategic recommendation any information that helps the user take decisions and perform activities in alignment with the strategic priorities of the organization.
If the employee finishes an operation generating an output that is in accordance with its strategic recommendations,
then we say that he generated the recommended work product. Decision-making algorithms can be used to compile
Then, the output of their work can be monitored and compared to the recommended work products
in order to measure the fit between an employee's work and strategic requirements. 3. 2 Architecture SA-BPM differs from regular BPM both at design
and run-time. At design time, business process models are decomposed into separate modules according to their strategic purpose.
and strategic recommendations are compiled to inform the user about the strategic requirements of his work.
while another adapter may warn the employee that the order is delayed and should have processing priority to avoid customer complaints.
The information shown to the user includes also the connections between the work products generated by the activity
the employee must take the decision about whether the process is being executed to schedule a delivery with the company's fleet
the process will finish with the generation of either one of two work products: Analyze pending orders Arrange carrier Need to contract carrier?
At this point, the employee is actually facing a difficult decision. Is it an advantage to the company to contract a carrier?
The decision taken by the employee at this point has a direct impact on the strategic performance of the company.
to determine which is recommended the work product of each process instance. This adapter is implemented in ROSAS
As soon as the employee has gathered this information and input into the system a decision algorithm is employed automatically to determine the recommended path to be followed by the user.
when the employee reaches the decision point in the process flow, the SA-BPM system will display the recommendations computed by the adapter in a textual form,
yes no Fig. 5 Distribution department's adapter for reducing cost of delivery per product unity Implementing a Digital Strategy through Business Process Management 241 Recommended work product:
Recommended work product: External carrier contracted to perform shipment Text shown to the user: Please, contract an external carrier to deliver these orders,
The results-chain that is linked to this activity is illustrated in Fig. 6. The work product contributes to the implementation of the make use of external transport services action,
when this reduces the cost of delivery per product unity External carrier contracted Fig. 6 Results-chain linked to the work product external carrier contracted 242 C a. L. Oliveira et al. 5. 2 Finance
The recommended work product here is assigned the truck to shipment schedule. After the addition of the Finance's adapter, the employee that is executing the Shipment Planning process will also be informed that his decision affects the FCF of the organization and that, in certain instances,
what appears to be a good decision from the cost effectiveness perspective has, indeed, other undesirable impacts to the organization.
We propose in our work two main criteria to be taken into consideration when ranking recommendations:
the difficulty in monitoring the fitness between an employee's activities and corresponding strategic requirements,
Aligning employees through line of sight. Business Horizons, 49,499 509. Brews, P.,&purohit, D. 2007. Strategic planning in unstable environments.
Academy of Management Executive, 18 (4), 44 59. Implementing a Digital Strategy through Business Process Management 245 Flexible Workflows and Compliance:
, approval to pay an invoice given by a supervisor), every change within the workflows should be validated against several management goals and requirements.
While the identification of possible integration points works on a general level, this selection is only a first heuristic.
the prototype implementation also works for any custom Workflow Client implementation. Thus, Kitcom is seen as a promising next step in automating compliance, that is,
and work redundancies with high costs (Hammer & Champy, 2003). Hence, BPR promotes the use of IT to redesign endtoend business processes from a clean slate (instead of merely automating existing departmental processes) in order to increase organizational performance.
Business process innovation also encompasses new work strategies and the implementation of change, with its technological, human and organizational dimensions.
when external IT consultants suggested generic best practices without really differentiating between organizations (Chang, 2006).
The four digital transformation goals that a digital enterprise must pursue are (1) customer centricity,(2) effective knowledge worker,(3) operational excellence,
and human resources, like training and appraisals. They are considered in contemporary maturity models which focus on gradually improving specific business processes (Ahern, Clouse and Turner, 2004;
as well as (3) the use of a process architecture or hierarchy of layered process models to help orient (new) employees or estimate the impact of risks and changes.
Another way to stimulate digital innovations might be to include process performance metrics in the appraisals of all employees (instead of only departmental or individual metrics),
the human resources appraisals and rewards can support a certain way of doing business and the concretization of process-oriented values among business processes.
i e. limited to tools for tracking human resources activities or knowledge sharing databases. 4. 1 Learnings The process capability framework and the underlying maturity models illustrate that BPM can be approached from a technical perspective and/or a people perspective.
The nontechnical perspective gives a broader interpretation of BPM by also focusing on process roles and responsibilities, human resources rewards, organizational values, organization chart, governance bodies
other BPM researchers can relate their work to the discussed process capability framework (Fig. 1). For instance,
The Disciplinary Responsibility defines what an employee is supposed to do. This comprises signing legal contracts and issuing the power of attorney whereby Disciplinary Responsibility also bears the risk of possible organizational fault.
In contrast, Process Responsibility defines how an employee is supposed to perform an activity within a business process.
This includes budget fulfillment as well as the leading of employees (e g.,, role assignment to employees, target agreement, personnel development) within the organizational unit.
Roles of the Process Responsibility: The Process Domain Owner is accountable for the strategic direction of a process domain.
, definition of trainings for process employees, specification of IT tools. The Process Manager is responsible for cross-unit coordination of a process instance.
Each organizational unit is headed by a Resource Responsible who leads the employees from a disciplinary perspective.
The employees perform the process according to the formal process description issued by the Process Owner,
This maximizes the contact of the Process Manager to the employees and Resource Responsibles of the process instance,
but the contact to employees may also decrease. Due to the clustering of process instances this person can work fulltime as a Process Manager and the professionalism (i e.,
Similar to Process Review, coordination between Process Domain Owner and Resource Responsibles on senior management level facilitates the alignment of process domain strategy and corporate strategy.
Table 1 Overview of FAR+application Person A Process owner Employee within quality management Head of management system team Resource responsible of process architect Person
B Process domain owner Head of quality management Resource responsible and administrative responsible of process owner Person C Process architect Employee within management system
resource responsibles of employees perform core roles of the process Table 2 Overview of FAR+communication flows Process coordination On demand communication between process manager and resource responsible No structured
Finally, the proposal is presented to the senior management and confirmed within the Strategy Review meeting. Based on this proposal, the Process Architect starts to implement the measures in close cooperation with Process Managers.
Clear assignment of tasks, accountabilities and responsibilities entails professionalism of the process experts'task execution.
Due to the fact that the approach provides both a top-down as well as a bottomup procedure, typical challenges like management resistance or staff rejection (Laumer & Eckhardt, 2010;
The process experts (i e.,, process architects and process managers) are involved in every phase of the process lifecycle
and they are connected very well with the employees performing the process. Thus, ideas and claims of the employees can be considered early
and help to improve the process to fit the needs of the business. Furthermore, process improvement is connected closely to corporate strategy by the‘process strategy'and‘strategy review'communication flows, enabling top management support (Mu nstermann, Mo derer,
2012), which are both key success factors to raise employee motivation and avoid rejection on their part.
Due to involvement of process experts and management at different levels, decisions are made at the right level
MIS Quarterly Executive, 11 (1), 25 36. Weill, P, . & Ross, J. W. 2004). IT governance:
Supervisor of the International Laboratory of Process-Aware Information systems of the National Research University in Moscow.
His work is cited highly (highest H-index among European computer scientists, 115 according to Google Scholar. In 2012, he received the doctor honoris causa from Hasselt University, Belgium.
His work has appeared in several journals (e g.,, Communications of the AIS, Information systems Journal, and Business Process Management Journal) and was presented on international conferences (e g.
She is an expert on issues of user acceptance and evaluation of mobile services. Her research interests include social/mobile services, business process management, business-IT alignment, IT Governance, e-government,
Her work focus Business Process Modelling on Multi-Organizational foundations. Sandra has experience from ICT-related transport
Besides her research, she works as an external consultant at Lufthansa Technik AG. Kai Kittel Baur Fulfillment Solutions Gmbh, Germany Kai Kittel is a business process specialist at Baur Fulfillment Solutions Gmbh.
In the Ph d. thesis she will research how to improve employee involvement in business process management(‘BPM'
focusing on the conceptual behaviour of employees during BPM projects as well as the possibilities (tools) that increase involvement and collaboration of employees within organizations.
He has worked also as a Consultant for the Inter-American Development Bank and the United nations Development Program on the subjects of strategic monitoring and business intelligence.
His work has received funding in excess of $2 million, from government and several large organizations, including SAP,
Bernd has worked as a consultant for different companies in the area of ERP systems and E-commerce.
After his study he worked as a Business intelligence Consultant at SAP. Since 2012, he coordinates the information systems study at Saarland University
He is sponsored by the German Federal Ministry of Education and Research (BMBF) and currently works on his Ph d. thesis. Peter Trkman University of Ljubljana,
Before entering academia, Amy worked as an IT consultant (i e.,, mainly business and functional analyst) for large e-government projects.
and CEO of the Premier Insurance company of Massachusetts where he served 20 years as a senior executive.
of work, 12,54 Nontechnical, 14,54, 259 272 Nontechnical capabilities, 14,263, 268,272 OOBJECT model, 108,113 121,123, 125 Open factory, 26 Open innovation
, 250,253, 261,263, 293 Work product, 53,234 236,238, 240 243 308 Index
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