Purpose -The purpose of this paper is to deliver an insight into the interaction effects of process-oriented management and business intelligence (BI). Design/methodology/approach -The paper takes up publications from the fields of BI and business process management and analyzes the state-of-the-art of process-centric business intelligence (PCBI). To highlight the potentials and limitations of the concept, two exemplary use cases are presented and discussed in depth. Furthermore, a vision for the technical implementation is sketched. Findings -PCBI is found to play an important role in an organization's strive for competitiveness. The concept's potential benefits are significant. However, the overall levels of adoption and maturity of the concept within real-world organizations appear to be rather low at the moment.Research limitations/implications -The paper discusses solely two exemplary use cases -the most that could be done within the scope of a journal publication. Therefore, the explanatory power and the representativeness of the results need to be scrutinized in detail. Practical implications -The paper highlights the practical significance of PCBI. It therefore represents a useful source of information for both practitioners and academics who are interested in improving the efficiency and effectiveness of an organization's information supply in support of its processes. Originality/value -The paper motivates, describes, and analyzes the concept of PCBI. Furthermore, it provides examples of the concept's adoption and benefits from a practitioner's point of view.

While the buzz about service orientation is on a decline, organizations are constantly moving towards service oriented designs. However, service orientation turns out to be as much of a managerial challenge as of a technical one. In order to better understand these challenges we answer the following questions: What are the characteristics of successful implementations of service oriented information systems? What are the critical success factors influencing these characteristics? For answering these questions we successfully test a cause-effect relationship model. In the core of this model we differentiate the variables "overall service orientation infrastructure success" and "service orientation project success". They reflect the important differentiation between two perspectives on successful service orientation.

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Abstract. Based on the experience that there cannot be a "one-size-fits-all" method, different situational method engineering approaches are examined in this paper. The result of the analysis shows that "situations" are conceptualized very imprecisely. Therefore, we propose to differentiate between "context" and "project type" in situational method engineering. Especially context is neglected in existing method engineering approaches. To close this gap, we enhance existing method engineering processes by adding three steps to facilitate the identification of context factors and project type factors, enabling the engineering of both contextual and project type-specific methods. Furthermore, we propose a set of extensions to the method engineering meta model that allow the method engineer to differentiate between "context" and "project type" in describing situational methods.

Both the design and the implementation of the Business Process Management (BPM) concept vary significantly from one organization to another. Organization-specific approaches to BPM are, among other things, influenced by organizational culture as well as by the maturity of the concept's adoption in the respective organization. This chapter reports on findings from an empirical study and is aimed at answering the question of precisely how organizations deal with the process-oriented management concept -today and in the near future. To address this issue, 38 medium-sized and large organizations from various industries were surveyed. Out of 18 variables used to characterize individual BPM approaches, four distinct design factors of BPM are identified: the degree of process performance measurement, the overall professionalism of process management, the impact of process managers, and the utilization of established methodology and standards. On the basis of these design factors, four generic approaches to BPM can be differentiated. Furthermore, these results are complemented by an interpolation of this classification into the near future, leading to the differentiation of five BPM project types. This part of the analysis shows that all surveyed organizations strive to achieve high BPM maturity. There are, however, significant differences with respect to the particular design of the aspired approaches to mature BPM. The presented results are particularly useful for the engineering and/or adaptation of situational methods in the field of BPM. The chapter therefore concludes with the exemplary adaptation of the "process innovation" method proposed by Davenport with respect to the identified five BPM project types. This adaptation also demonstrates the practical applicability of the presented findings.

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