and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.
Based on these insights, we provide an outlook on the chapters of this book which may guide both the research
we provide a brief outlook on the chapters of this book. 2 The Need for Innovation Innovation is a concept that seems to enter more and more business-and management-related discussions.
, operations in and across organizational functions, are at the core of every organization, the relevance of BPM for companies of all kinds of industries, private,
including the redesign of process steps through integrating IT products such as smart phones and tablets or IT services such as mobile apps.
However, we might observe a shift in one of the core institutional logics that BPM professionals draw from:
More mobile devices than people by the end of 2013 †is prepared your business? Cisco Blog.
The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.
Journal of Computer Information systems, 53 (3), 1†13. vom Brocke, J, . & Rosemann, M. Eds.).
and software tools. 3. 1 Proactive Value Chains in a Process Innovation Perspective Digital and flexible manufacturing has been around for many years.
In the past, the concept was referred to as Computer Integrated Manufacturing (CIM) and even though the original idea was innovative,
The core function of the MADE Open Factory is the ability to experiment with new business processes enabled by advanced process technology.
Computers in Industry, 53 (3), 321†343. doi: 10.1016/j. compind. 2003.10.007. Haeckel, S. H. 2013.
IBM Systems Journal, 47 (1), 71†85.46 R. J. Welke Anthony, R. N. 1965. Planning and control systems:
Not specific to BPM, these are transforming both consumer and enterprise software; these are described next to provide context for the following sections on BPM technologies. 2. 1 Mobile and Cloud Mobile and cloud,
A healthcare worker working with patients in their homes can gather patient information on a mobile device
whether accessed via a mobile device or a traditional computer, allow anyone to participate from anywhere:
employees from home or remote corporate offices, or business partners and customers from their own 52 S. Kemsley location.
Since cloud applications typically do not require licensing and installation on the user†s computer or mobile device,
For maximum benefit, the social aspect is integrated directly into the core business applications that people are using,
computers, mobile phones, vehicles, industrial equipment, sensors, security systems, building automation systems, and even social networks such as Twitter.
and organizations work. 3. 1 Social BPM Consumer social software, first identified in the early 2000s, has a defining characteristic of harnessing collective intelligence by allowing user-created content and collaboration.
This raised user expectations for enterprise software: today†s workers expect to be able to configure their own environment to suit their working style,
and allows the stream to be formatted for a mobile device, allowing process monitoring via event streams by anyone on the monitoring platform of their choice.
The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.
Second life) and virtual game worlds (e g. World of Warcraft. Kane, Alavi, Labianca, and Borgatti (2014) define SM as information technologies that support interpersonal communication
social software allow for an â€oea posteriori control of quality†(Bruno et al.,2011). ) Our paper builds on the research by Bruno et al. by adding to their paradigm
which enable communication and collaboration among all employees by providing job-specific tools and applications on the intranet IBM-News, 2006).
) Key challenges for enabling agile BPM with social software. Journal of Software Maintenance and Evolution:
Research and Practice, 23 (4), 297†326.70 P. Trkman and M. Klun Busch, P, . & Fettke, P. 2011).
) Combining BPM and social software: Contradiction or chance? Journal of Software Mainte-nance and Evolution:
Research and Practice, 22 (6†7), 449†476. Evans, D. 2012. Social media marketing: An hour a day.
Pentagon blocks 13 web sites from military computers. New york times. Retrieved from http://www. nytimes. com/2007/05/15/washington/15block. html Ghidini, C.,Rospocher, M,
Retrieved from http://www. huffingtonpost. com/2009/07/24/united-breaks-guitars-did n 244357. html IBM-News. 2006.
Retrieved from http://www-03. ibm. com/press/us/en/pressrelease/19156. wss Jerome, L. W. 2013.
Social software for business process modeling. Journal of Information technology, 25 (3), 308†322. Majchrzak, A.,Jarvenpaa, S l,
Journal of Computer Information systems, 54 (2), 35†43. Moore, C. 1999. Best practices: Eureka! Xerox discovers way to grow community knowledge.
The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.
BPM and social software. Paper presented at the Business Process Management Workshops. Sena, J, . & Sena, M. 2008).
Embedding social software features into business process tools. Paper presented at the Business Process Management Workshops.
How does social software change knowledge management? Toward a strategic research agenda. The Journal of Strategic Information systems, 21 (2), 154†164.
one core area of process innovation must lie in the embedding of technology in an organization,
Therefore, every new software release is an opportunity for process innovation in an organization and a challenge to take maximum advantage of this opportunity. 2 Different Roles of Enterprise Systems in Process Innovation The following section describes the main roles that an enterprise system can have in a process innovation scenario.
This scenario relates to changes in the enterprise system (e g. new software releases and adding mobile computing components) triggering the process innovation.
including the invocation of software services by an activity. This new design paradigm enables a detailed adaptation of the software
and implementation of process innovation while using the standard methods provided. However, enterprise systems are only able to provide value contributions
Another field of application is the implementation of an enterprise systems extension, like customer relationship management software or the establishment of a common integration platform along a supply chain.
integration of in-memory computing and mobile device access to enterprise systems. Integration can be achieved much easier in the cloud by using the existing infrastructure of a cloud solution provider than by implementation in conventional on-premise solutions.
these systems differ from other IT solutions as they (1) support the core business processes of an organization,(2) show a high degree of horizontal and vertical integration on different system layers,
Cloud computing is considered to be a new delivery model enabling a focus on core competences while outsourcing the IT-related activities to professional cloud sourcing providers.
Software vendors and consulting companies subsume many different applications and solution packages under this umbrella term.
Enterprise systems are considered to be at the core of enterprise operations and therefore follow the dynamics of organizational change.
J. Ohlsson(*)•S. Han Department of Computer and Systems sciences, Stockholm University, Borgarfjordsgatan 12,16407 Kista, Sweden e-mail:
2) the high processing power utilizing multi-core processor architecture and increased memory capabilities, and (3) the sensing capabilities.
and smartphone with insurance telematics software from Movelo (right) 88 J. Ohlsson et al. 2. 1 The Smartphone-Based Insurance Telematics Application At the Department of Signal Processing, KTH
With the progress of the cellular phone from a low-functionality feature phone to versatile software-configurable sensing platform,
as illustrated in Fig. 1. The probe monitors and transmits risk-related information to the insurers such as the speeding,
and mobile application that attracts car-drivers, especially new customers, based on the core-technology; •Increase sales volumes;
The core technology of the smartphone-driven insurance telematics has yielded the advantage of improving risk assessments activities by collecting
The CLM consists of seven layers, from the core inner layer, encompassing technology (innovation/disruptive technology design),
business process design for the core technology implementation, product/services Process Innovation with Disruptive Technology in Auto Insurance 97 implementation, individual organization readiness for innovation implementation, towards business models and the outer
Due to the unique context and core subject of this case study, the generalization of the results may be limited.
The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.
when computers became abundantly available, we now see the birth of data science as a new discipline driven by the torrents of data available in our increasingly digitalized world. 1 The demand for data scientists is rapidly increasing.
With the uptake of mobile devices (e g.,, smartphones) more and more events have geospatial attributes. Note that the Ioc, the Iop, the Iot,
and plug-ins of the open source tool Prom, there are also a growing number of commercial analysis tools providing process mining capabilities, cf.
Disco (Fluxicon), Perceptive Process Mining (Perceptive Software, before Futura Reflect and BPMONE by Pallas athena), ARIS Process Performance Manager (SOFTWARE AG), Celonis Process Mining (Celonis Gmbh
Extracting Event Data from Databases to Unleash Process Mining 109 The Prom framework provides an open source process-mining infrastructure.
c) perceptive process mining (Perceptive Software;(d) Celonis process mining (Celonis Gmbh)( Color figure online) Extracting Event Data from Databases to Unleash Process Mining 111 specific extensions (see for example the extension mechanism of XES (IEEE Task force
They can be used to better instrument software After these general guidelines, we now change our viewpoint.
and Their Effect on the Object model Examples of widely used Database management systems (DBMSS) are Oracle RDBMS (Oracle), SQL SERVER (Microsoft), DB2 (IBM), Sybase (SAP),
Every Microsoft SQL SERVER database has a transaction log that records all database modifications. Sybase IQ also provides a transaction log.
Such redo/transaction logs can be used to recover from a system failure. The redo/transaction logs will grow significantly
the person, machine or software component executing the event. †Type: the transaction type of the event (start,
Probably, there are process-mining case-studies using redo/transaction logs from database management systems like Oracle RDBMS, Microsoft SQL SERVER, IBM DB2,
or Sybase IQ. However, systematic tool support seems to be missing. The binding step in our approach is related to topic of event correlation
Software and Systems Modeling, 9 (1), 87†111. Aalst, W. van der, & Stahl, C. 2011).
IEEE Computer Society WASHINGTON DC, USA. Adriansyah, A.,Dongen, B, . & Aalst, W. van der (2011b). Towards robust conformance checking.
IEEE Computer Society WASHINGTON DC, USA. Agrawal, R.,Gunopulos, D, . & Leymann, F. 1998). Mining process models from workflow logs.
Discovering models of software processes from event-based data. ACM Transactions on Software engineering and Methodology, 7 (3), 215†249.
Software process validation: Quantitatively measuring the correspondence of a process to a model. ACM Transactions on Software engineering and Methodology, 8 (2), 147†176.
IBM Systems Journal, 44 (4), 821†845. Extracting Event Data from Databases to Unleash Process Mining 127 Reichert, M,
Integrated Computer-Aided Engineering, 10 (2), 151†162. Werf, J.,Dongen, B. van, Hurkens, C,
A further subject will be how innovations can be converted from confidence-based to evidence-based models due to affordances of digital infrastructures such as large-scale enterprise software or social media.
While some of these technologies, such as enterprise system software, have been around for decades, recent years have seen also a rapid uptake of modern digital infrastructures that transcend the business-private life boundary, such as social networking platforms,
in that creative staff were finding new solutions for products, display and service, and sometimes†where appro-priate†willingly deviated from the standardized process.
and Yang (2013) in the context of software defect handling processes in a large commercial bank in China.
600 defect reports of 4 large software development projects and examined the differences between reports that had led to a correct resolution (normal cases)
these techniques provide a basis to monitor ongoing executions of a process (a k a. cases) in order to assess whether they comply with the constraints in question.
and Outlook Process innovation requires business process support systems that depart from traditional normative approaches to business process execution.
Mining explicit rules for software process evaluation. In Proceedings of the international conference on software and system process (ICSSP)( pp. 118†125.
ACM. Suriadi, S.,Wynn, M. T.,Ouyang, C.,ter Hofstede, A. H. M, . & Van dijk, N. J. 2013).
process experiences can be the core input for process model designs using a more innovative bottom up approach with inductive methods,
3) variation of the modelling level, e g. software reference model or (4) variation of the modelling purpose,
while Sect. 4 introduces a software tool†the Refmod-Miner†realizing these and more techniques.
Finally, Sect. 6 closes the article with a conclusion and an outlook on future work.
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
a corresponding software tool was developed. The goal of the tool development was not to support a fully automated development of a reference model.
much as in the open source idea in the context of software development. However, this very much depends on the license holder of the model corpus†content.
Computers in Industry, 63 (2), 148†167. Becker, J, . & Meise, V. 2011). Strategy and organizational Frame in J. Becker, M. Kugeler,
Computer and intractability: A guide to the theory of NP-completeness. San francisco, CA: Freeman. Gottschalk, F.,van der Aalst, W. M. P,
Open source systems, IFIP 203 (pp. 9†20. Berlin: Springer. Li, C.,Reichert, M, . & Wombacher, A. 2008).
modeling software must be built such that the rules are impossible to violate. Adherence to semantic standardization rules
as has been demonstrated by a prototypical software artifact (Delfmann, Herwig, & Lis, 2009). The most challenging task,
Otherwise, there is a risk that readers misinterpret certain aspects of some models. 4 The Icebricks Approach The icebricks tool is a process modeling software prototype developed to support BPM consulting projects in the retail industry.
Its process models can be used for process-oriented reorganization, software selection, and similar project objectives.
which could be anything that can be stored as a file on a computer (MS OFFICE documents, pictures, videos, BPMN diagrams, etc.).
& Shitkova (2013). 5 Conclusion and Outlook In this chapter, I have argued for rigorously standardizing process models by embedding modeling conventions into digital modeling tools.
Computers in Industry, 63 (2), 91†97. Fellbaum, C. 1998. Wordnet: An electronic lexical database. Cambridge, MA:
Journal of Software Maintenance and Evolution: Research and Practice, 22 (6†7), 519†546. Houy, C.,Fettke, P.,Loos, P.,van der Aalst, W. M. P,
Information and Software Technology, 52 (2), 127†136. Moody, D. L. 2009. The â€oephysics†of notations:
A family of experiments to validate metrics for software process models. Journal of Systems and Software, 77 (2), 113†129.
Pinggera, J.,Zugal, S.,Weber, B.,Fahland, D.,Weidlich, M.,Mendling, J, . & Reijers, H. 2010).
Computers in Industry, 62 (5), 467†486. Weidlich, M.,Dijkman, R, . & Mendling, J. 2010).
Up to now there are no approaches on how to measure, monitor, and evaluate ecosystem-wide performance. Coming to an understanding of how to conceive ecosystem is one essential step towards the development of such approaches.
At the core of this traditional view, defined by Goldkuhl and Lind (2008) as â€oebusiness process as sequential transformationâ€,
fulfilling, and evaluating expectations are made core issues, thereby constituting structures for actions. Expectations are covered by the assignment in
the focus is put upon the door-to-door traveller†s process with three core processes (to, within,
or finds out which terminal he/she is expected to depart from. 3. 4 At the Core of the Door-to-door Process:
For other processes such activities are seen rather to occur between the different core processes. Since these activities are outside the project scope
there is a lack of approaches to measure, monitor, and evaluate the performance of ecosystems covering co-production of value by multiple actors.
and turn-around 208 M. Lind and S. Haraldson core of this innovation is a tool for providing digital images (see Fig. 6 above) based on information from different key actors,
including similar systems that have airports as their core connection point, for ecosystems within the transport domain,
Understanding computers and cognition: A new foundation for design. Norwood, NJ: Ablex. (Air) port Innovations as Ecosystem Innovations 213 Leveraging Innovation Based on Effective Process Map Design:
This value chain describes a process view of an organization that builds on a set of core processes.
The core processes are those that create value for the customer, such as sales, logistics, etc.
but required for conducting core processes. These are called support processes (e g. HR, finance, etc..Explicit interdependencies between both these processes can be identified.
Core processes Management processes Supporting processes Manage compliancy Manage audits Manage governance Financial reporting Fig. 2 Process map example found at http://www. ariscommunity. com
Organizations commonly differentiate between core processes, support processes and management processes. In addition, there are some companies that keep the analysis
where a core process is decomposed into smaller part-processes, so-called sub-processes (Malinova & Mendling, 2013).
When a core process starts, the set of its corresponding sub-processes need to be executed in order for the core process to finish.
Another commonly observed primary notation concept is the sequential relation between the core processes. This can be observed from the close proximity of two core processes,
when these stand next to each other. For this, many maps use Porter†s value chain concept (Malinova & Mendling, 2013;
As a result, all core processes are represented in such a way that there is a temporal sequential order between them.
when each core process is executed. Moreover, when process maps that represent the core processes in a value chain manner,
they also indicate the input of the value chain and its consequent output. The input is usually a customer request,
For example, core processes are represented either by a rectangle-shaped symbol, which obviously indicates a singular process,
pointing to the direction of the core process category. This direction (position and orientation) also infers some meaning,
in which the support processes apparently are there to support the core processes, while the management processes manage the execution of the core processes.
This way, a relation also between the processes that belong to different categories can be depicted implicitly.
Moreover, the close proximity of two core processes typically implies a sequential order between these processes.
For example, an input pointing only to the core process category means that this particular input will trigger the execution of one or a set of core processes.
clusters are defined for core, support and management processes. Beyond this, the map also indicates a notion of process containment within the core process Fig. 3 The original process map of a European insurance company Leveraging Innovation Based on Effective Process Map Design:
Insights from...223 category. This we infer from the labels used for each sub-process.
For example, the processes shown in the core process category win customers and control sales are clearly a subset of the core process sales.
In addition, based on the order of the four core processes (sales, actuarial, administration and capital allocation) and the inputs and outputs coming from and to some of the core processes (sealed contracts, fees,
estimates) we could infer certain sequence of execution. This company used few visual variables to complement the primary notation.
On the other hand, the light brown color differentiates between core processes and their corresponding sub-processes. The management and support processes are using the rectangle-shaped symbol,
while the core processes and sub-processes use a pentagon-shaped symbol positioned horizontally. This might indicate that these processes include activities that are done in a particular order.
The input/output notions we found to be primary concepts are complemented by an arrow between the core processes.
indeed, there is a sequential order between the core processes. The explicitly labeled inputs and outputs, together with the directed arrow, clearly depict what a core process needs to produce in order to finish,
thus starting the execution of the next in line process. 4. 3 Discussion of the Original Process Map For a process map to be cognitively effective it needs to reflect the principles of visual notations by Moody (2009).
Despite the fact that the symbols used for the core processes differ from the rest, the color remains the same.
There is a notion of process order between the core processes. However, it is difficult, only by looking at the process map,
On the other hand, we can observe the use of additional text to indicate the output of one core process and the input of another (e g. sealed contracts.
While this significantly assists in 224 M. Malinova and J. Mendling understanding the nature of the respective core processes,
this input/output text is shown not between all core processes (e g. actuarial). As such, it will potentially lead to misinterpretations and misunderstandings among the end-users.
Now, management as well as support processes are visualized with symbols different to the ones of the core processes.
Second, the core business has been subdivided into three segments which are interrelated. The customer-facing processes partially interact with the recipient-facing processes.
This was also the main reason for the missing input between the actuarial and administrative core processes from Fig. 3. The original process map provided an inappropriate representation of the interfaces
which were in fact necessary for the relation between the two core processes. In this way, innovation at these crossroads was blocked by the fact that it was captured simply not in an explicit manner.
IEEE Transactions on Software Engineering, 30, 873†888. Porter, M. E, . & Millar, V. E. 1985).
Then, the system collects and monitors such metrics during the execution of the process. 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.
) They empirically tested these argu-ments through a survey with IT service providers and software development companies.
but that can also be interpreted by a computer to extract useful information from it. To clearly express the elements that make up a strategy
(or just adapters) are pieces of software that affect the execution of the process to include new activities, alternative paths,
The Adaptation Agent is a stand-alone application that monitors the process execution in the Bonita BPM engine,
Over this form a sliding panel is added by ROSAS where recommendations specifically targeted for the activity being executed are shown.
the visual feedback given by ROSAS helps them recognize changes in the Fig. 3 Bonita BPM interface enriched by ROSAS to display strategic recommendations Implementing a Digital Strategy through Business Process Management 239 priorities
The Journal of Systems and Software, 85, 1440†1452. OECD. 2008. Sourcebook on emerging good practice in managing for development results.
Since validation is the core of compliance (Cannon & Byers, 2006) and it is usually a â€oemanual†task requiring noteworthy time and effort,
Further methods and tools like the so-called (rule-based) monitors or ex post auditing approaches, e g.,
On the server side, the Logmanager is extended for intercepting execution events (see Fig. 2, where white/blue fields are the original components of Aristaflow,
the execution/server side was chosen as an ideal place for integrating the extending elements of Kitcom.
Aristaflow BPM Server Process Repository Control conditions Kitcom Plug-in Event Analysis Control Processes Control Injection Control Process Repository Reference Control Editing
Fig. 6 Kitcom architecture extending Aristaflow BPM server Start capture invoice 1 approve account approved?
yes pay invoice claim invoice End no Fig. 7 Usual workflow execution with the software Aristaflow Flexible Workflows and Compliance:
deploy and optimize business processes themselves (i e. without manual programming by software engineers). This third BPM wave initiated by Smith
which is created if software architectures and application development methods pose technical constraints to the execution of BPM.
and found out that already 88%monitor customer feedback and conversations on social media platforms and 64%of respondents collect online feedback and also turn them into process improvements or product improvements.
Similarly, the computer company Dell has a community for crowdsourcing ideas called Ideastorm (http://www. ideastorm. 262 A. Van Looy com/).
Another similarity is based on the fact that all previous key domains describe IT (e g. software
Skype. Also the ability to interpret and use the technical process output metrics may facilitate the mentioned strategic alignment,
The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.
Software project secrets: Why software projects fail. Berkeley, CA: Apress. The Standish Group. 2013). ) CHAOS Manifesto 2013.
Retrieved from http://versionone. com/assets/img/files/Chaosmanifesto2013. pdf Van Looy, A.,De Backer, M,
IBM Systems Journal, 26 (3), 276†292.274 A. Van Looy Driving Process Innovation: The Application of a Role-Based Governance Model at Lufthansa Technik Janina Kettenbohrer, Mirko Kloppenburg,
which are a core part of a governance model, supports process-oriented decision-making and managing cross-functional processes more effectively (Braganza & Lambert, 2000;
and the third maintains flight computers. In this example, each workshop would run a product-specific process instance of the process
Spender & Kessler, 1995) by defining communication flows which are presented in Fig. 4. FAR+uses five core communication flows,
This specific process describes the creation and publishing of process documentations in a role-based, process-oriented software system.
Prozessmanagement als Kernkompetenz (Process management as core competence)( 5 ed.).Wiesbaden: Gabler. Rosemann, M, . & De Bruin, T. 2005).
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.
In his earlier careers he has been involved in project management and designing software architecture and developing Content Management Systems (CMS) for more than 10 years.
and had a core role in applying BPM-related research leading to tangible results. Today she is engaged substantially in the EU-project MONALISA 2. 0 that has the goal to introduce a sea traffic management system for sustainable maritime transports.
Dr. Lima is a member of the ACM and the Brazilian Computer Society. Mikael Lind Viktoria Swedish ICT and Chalmers University of Technology, Sweden Associate professor Mikael Lind is with the Viktoria Swedish ICT and Chalmers University of Technology.
Before he pursued a career in academics he worked for 6 years as software development manager.
Jens Ohlsson Stockholm University, Sweden Jens Ohlsson received the MSC in Computer and Systems sciences, Stockholm University, 1999.
Since 2011, he also holds a position at the Department of Computer and System Sciences
Hajo Reijers Eindhoven University of Technology, The netherlands Hajo Reijers is a Full professor in Information systems at Eindhoven University of Technology as well as the head of BPM research at Perceptive Software.
His core research interests are Enterprise resource planning systems (ERP systems Serviceoriented Architectures (SOA), and Business Process Management (BPM).
His research activities include business process management, process mining, software development as well as implementation of information systems.
His research activities include business process management, software development and graph theory. He reviewed several scientific project proposals as well as papers of established IS conferences like ICIS, ECIS, AMCIS, HICCS and EMISA and produced own publications,
257 Empirical evidence, 155 Enterprise software, 52,54 Enterprise system, 13,18, 21, 75†84,139, 297 Event data, 13, 105†125 Event log
and Predictive Monitoring 1 Introduction 2 Business Process Monitoring Architecture 3 Deviance Mining 4 Predictive Monitoring 5 Discussion and Outlook References Identification
and Outlook References (Air) port Innovations as Ecosystem Innovations 1 Introduction 2 Multi-Actor Co-production in Ecosystems 2. 1 Conceiving Ecosystems and Their Innovation Needs
Getting to the Airport 3. 4 At the Core of the Door-to-door Process: Actions Performed Within Airports 3. 5 The Final Steps of the Door-to-door Process:
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