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Archive of posts tagged BPM

12th International Conference on Business Process Management

This year’s Business Process Management Conference (BPM 2014) will take place in Haifa, September 7-11, 2014. The BPM conference series embraces the diversity and richness of the BPM field and serves as a melting pot for experts from a mix of disciplines including Computer Science, Information Systems Management, Services Science and Technology Management.

  • Process modeling and theory (e.g. reference process models, process simulation and static analysis, business process quality, etc.)
  • Process model management (e.g. process model storage, process model indexing, etc.)
  • Process architectures and platforms (e.g. service-oriented architectures for BPM, workflow management systems, etc.)
  • Management of process execution data (e.g. process performance measurement, process mining, process data analytics and visualization, etc.)
  • Process flexibility and evolution (e.g. adaptive and context-aware processes, case handling, process change management, etc.)
  • Human-centric BPM (e.g. people-intensive processes, user-centric aspects of process management and use)
  • Non-traditional BPM scenarios (e.g. knowledge-intensive processes, data-driven processes, etc.)
  • Management issues & empirical studies (e.g. business process lifecycle management, business strategy and business processes, success factors and measures in BPM, etc.)

Visit the BPM 2014 conference website for more information.

11th International Conference on Business Process Management (BPM 2013)

BPM 2013 is the 11th edition of the reference conference for researchers and practitioners in the field of Business Process Management (BPM). The conference covers all aspects of BPM, including theory, models, techniques, architectures, systems, and empirical studies, and engages the most renowned representatives of the BPM community worldwide in talks, tutorials, and scientific discussions.

BPM 2013 will take place in Beijing, August 26-30, and it will be the first edition of the BPM conference series in Asia. Topics include

  • Process modeling and theory (e.g. reference process models, process modeling languages, notations and methods)
  • Process model management (e.g. storage, indexing and retrieval of process models)
  • Process architectures and platforms (e.g. workflow management systems, service-oriented architectures for BPM)
  • Management of process execution data (e.g. process performance measurement, process mining)
  • Process flexibility and evolution (e.g. process change management)
  • Human-centric BPM (e.g. integrating strategy, processes, people and IT)
  • Non-traditional BPM scenarios (e.g. knowledge-intensive processes)
  • Management issues and empirical studies (e.g. success factors and measures in BPM, BPM maturity)

More information can be found on the conference website.

Business Process Management Conference 2010

The Business Process Management Conference 2009 (http://www.bpm2009.org) took place at Ulm University in Germany from 7-10 September 2009. Next year’s conference will be held at the Stevens Institute of Technology in Hoboken, New Jersey, from 14-16 September 2010. See all details at http://www.bpm2010.org.

Main Characteristics of a Process-Oriented Organization

According to (Hammer, 2007; Harmon, 2007; Hinterhuber, 1995; Melan, 1989; Reijers, 2006), an organization which has adopted the process-view exhibits the following characteristics:

First, a prerequisite for managing an organization based on its processes is to know which business processes are performed within the organization and how they are related to each other. Hence, a process-oriented firm explicitly designs and documents its business processes.

Second, management needs to support the process program. Without the support of senior executives, the process idea cannot unfold its full potential.

Third, the existence of process owners is the most visible difference between a process enterprise and a traditional organization. A business process needs to have a manager who has end to end responsibility of the process.

Fourth, a process-oriented organization comprehensively applies the concept of process performance measurement. By focusing measurement on processes rather than functions, alignment and common focus across separate organizational units can be achieved. Implementing measures and taking corrective actions are operating precepts of process management.

Finally, there are other characteristics a process-oriented organization exhibits, including a process-oriented corporate culture (e.g. teamwork, readiness to change, and customer focus), IT systems which seamlessly support business processes, a process-oriented organizational structure, people and expertise (e.g. existence of process redesign and change management experts), process-oriented HR systems (e.g. existence of an incentive system emphasizing the process’ needs) and the existence of a BPM office coordinating and integrating process projects.

Further information on the characteristics of process orientation can be found in this blog post: The Components of Business Process Management.

Information on which process management components are important for improving firm performance can be found here: The Effects of Process-Oriented Organizational Design on Firm Performance.

Business Process Management

This website favors the following definitions of business process management (or simply “process management”) and its delimitation to business process reengineering:

Business process management (BPM) cannot be considered as a single BPR project but it deals with how to manage processes on an ongoing basis (Armistead and Machin, 1997).

BPR often addresses the reengineering of individual processes only. Therefore the BPR approach often treats processes as unconnected islands. However, the success of an organization also depends on how its business processes interact. Moreover, reengineering experts virtually do not state how to manage a business process after reengineering. Though, business processes still have to be managed after being reengineered (Garvin, 1995).

A firm which has adopted the process-view of its organization, regardless of whether it has already run through BPR and/or process improvement projects or not, is concerned with the management of its business processes (Armistead and Machin, 1998).

Business process management does not only incorporate the discovery, design, deployment and execution of business processes, but also interaction, control, analysis and optimization of processes (Smith and Fingar, 2002).

“Process management seeks to improve processes continuously so that the products and services meet the ever-changing expectations of the internal and external customers.” (Hinterhuber, 1995)

Business process management is a management philosophy that focuses on organizing the organization around its business processes (Harmon and Wolf, 2007).

(Business) Process Orientation

The approach of (business) process orientation emphasizes process as opposed to hierarchies with special focus on outcomes, particularly customer satisfaction (McCormack and Johnson, 2001). Process orientation means focusing on business processes ranging from customer to customer instead of placing emphasis on functional structures (Reijers, 2006). A process-oriented organization applies the concept of business process management (BPM). The term process orientation is linked to various topics, e.g. organization, strategic management or quality management.