Nowadays, business processes and their execution are corner stones in
modern IT landscapes, as multiple process languages and corresponding engines
for these languages have emerged. In practice, it is not feasible to select the best
fitting engine, as engine capabilities are mostly hidden in the engine implementation
and a comparison is hampered by the large differences and high adoption
costs of the engines. We aim to overcome these problems by a) introducing an
abstract layer to access the functionality of the engines uniformly, b) by revealing
the engine capabilities through automated and isolated tests for typical requirements,
and c) support the user in their selection of a process engine by determining
and explaining the fitness of the engines for a single process or a given set of
processes using policy matching against previously revealed engine capabilities.
Early results show the general feasibility of our approach for BPEL engines for a
Keywords: BPM, process engines, engine selection, execution requirements,
This research examines the effects of business process management (BPM) and information systems implementations in secondary service processes. Using a case study of BPM and human resources information systems (HRIS) in the recruiting context at a financial service provider it can be shown that BPM, defined as a structured systematic approach to analyze and continually improve a specific process, and HRIS provide positive effects in terms of cost reduction, increased cycle time, customer satisfaction, and improve quality for secondary service processes in organizations. The results contribute to IS research as they illustrate how combined BPM and IS can be implemented in secondary service processes and provide evidence for the positive effects of BPM and HRIS in this type of processes.
Business process standardization (BPS) has recently got into focus of the BPM literature as a methodology to substantially enable efficiency potentials and therefore improve process performance. So far, the BPS literature has exclusively focused on success factors for BPS and relevant capabilities. By contrast, inhibiting factors have not been sufficiently considered, yet, but success factors respectively enablers and inhibitors are not simply the opposites.
The objective of this paper is to identify factors which inhibit BPS and to deduce management actions which help successfully standardize processes. To answer this question, we study the case of an international process standardization project in a global maintenance company. We derive a set of inhibiting factors for BPS. Thereby, some of these inhibitors have to be considered for any organizational change project while others are BPS specific. The specific inhibitors are analyzed in detail and discussed by mirroring them to non-BP standardization research.