ABSTRACT
Introduction Business process management (BPM) has become an established discipline (Dumas et al. 2013b; van der Aalst 2013a) dedicated to the way an organization identies, captures, analyzes, improves, implements, and monitors its business processes. Through the management of the process life cycle, BPM inuences the effectiveness and efciency of a corporation and is a signicant contributor to its overall performance and competitiveness. Business processes are thus seen as strategic corporate assets and, in the case of comprehensive supply chains, complex call center operations, or advanced distribution networks, can represent multimillion-dollar assets (Gotts 2010). As processes determine how an organization operates, what activities need to be fullled, and what data and resources are required for their successful execution, they are crucial to a plethora of key performance indicators. This importance of processes has motivated organizations to significantly invest in methods, tools, and techniques facilitating process life cycle management. For example, Wolf and Harmon (2012) report that 37% of organizations surveyed spend more than US $500,000, and 4% spend more than US $10 million, on investments in business
Introduction .................................................................................................... 401 BPM use cases ................................................................................................. 404 Process mining ................................................................................................ 406 Management of large process model collections ....................................... 409 Research innovations ......................................................................................411 Realization ....................................................................................................... 412 Supporting software ...................................................................................... 417 Conclusion ...................................................................................................... 420 References ........................................................................................................ 421
process analysis, management, monitoring, redesign and improvement, and similar amounts for related software acquisitions.
