How Context-Aware Are Extant BPM Methods? - Development of an Assessment Scheme

Denner, Marie-Sophie; Röglinger, Maximilian; Schmiedel, Theresa; Stelzl, Katharina; Wehking, Charlotte

doi:10.1007/978-3-319-98648-7_28

Cited by 6 publications

(7 citation statements)

References 42 publications

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“…1), it consists of a Classification Framework that serves as a joint meta model for the Assessment and a Selection Process. The Classification Framework extends an existing assessment scheme (Denner et al 2018a) and builds on the BPM lifecycle (Rosemann and vom Brocke 2015) as well as the BPM context framework (vom Brocke et al 2016). When defining the Assessment and the Selection Process, we did not create an entirely new end-to-end method, but composed existing fragments against the background of context awareness in BPM.…”

Section: Methodsmentioning

confidence: 99%

“…We distinguish two theoretical implications that add to the descriptive and prescriptive knowledge on contextaware BPM. Regarding descriptive knowledge, our study extends the assessment scheme by Denner et al (2018a) in two different ways: first, the Classification Framework included in the CAMAS Method draws from the original assessment scheme and extends the context perspective (vom Brocke et al 2016) through the lifecycle perspective (Rosemann and vom Brocke 2015). With the combination of both perspectives, we expect a more precise assessment of existing or newly developed BPM methods.…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

“…At the center of the CAMAS Method, the Classification Framework facilitates the assessment of BPM methods' applicability in terms of BPM lifecycle stages (lifecycle dimension), goal orientation (goal dimension), and various context dimensions of the BPM context framework (context dimension). The Classification Framework extends an existing assessment scheme (Denner et al 2018a) and builds on the BPM lifecycle (Rosemann and vom Brocke 2015) as well as the BPM context framework (vom Brocke et al 2016). Figure 5 illustrates the Classification Framework as a three-dimensional cuboid that serves as joint meta model for the Assessment and the Selection Process.…”

Section: Classification Frameworkmentioning

confidence: 99%

“…As existing context dimensions can be dropped or new ones added easily, we account for future developments of context-aware BPM. Second, we extended the number of BPM methods in the Method Base from 25 (Denner et al 2018a) to 103 by applying the Assessment Process (Sect. 5.1).…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

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Context-Aware Business Process Management

et al. 2021

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Context awareness is essential for successful business process management (BPM). So far, research has covered relevant BPM context factors and context-aware process design, but little is known about how to assess and select BPM methods in a context-aware manner. As BPM methods are involved in all stages of the BPM lifecycle, it is key to apply appropriate methods to efficiently use organizational resources. Following the design science paradigm, the study at hand addresses this gap by developing and evaluating the Context-Aware BPM Method Assessment and Selection (CAMAS) Method. This method assists method engineers in assessing in which contexts their BPM methods can be applied and method users in selecting appropriate BPM methods for given contexts. The findings of this study call for more context awareness in BPM method design and for a stronger focus on explorative BPM. They also provide insights into the status quo of existing BPM methods.

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Section: Methodsmentioning

confidence: 99%

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

Section: Classification Frameworkmentioning

confidence: 99%

Section: Theoretical and Managerial Implicationsmentioning

confidence: 99%

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Context-Aware Business Process Management

et al. 2021

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“…Vom Brocke et al [4] join Benner and Tuschman [5] in claiming that the lack of contextawareness is the reason that many of such projects fail. A study by Denner et al [6] shows that only one in three Business Process Management (BPM) methods takes organizational dimensions into account, which underlines this viewpoint. A number of methods do take account of size and cultural differencesspecifically, whether or not the organizations are supportive of BPMbut this is yet a limited view on the range of contextual factors that may be relevant.…”

Section: Introductionmentioning

confidence: 99%

Business Process Improvement Activities: Differences in Organizational Size, Culture, and Resources

Beerepoot

Weerd

Reijers

2019

Lecture Notes in Computer Science

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Although there are many business process improvement (BPI) methods, organizations are struggling to apply them effectively. We answer to the call to focus more on the organizational context in BPI projects. We use workaroundsdeviations from the prescribed way of using an information systemas a specific angle to approach BPI. In five healthcare organizations of different contextual types, we study workarounds and make recommendations for process improvements. Based on this explorative multiple-case study, we propose a set of contextual activities for each stage of a BPI project. Thereby, we shed light on the differences in tackling process improvements in organizations that differ in size, culture, and the availability of resources for BPI projects. We evaluate the completeness and expected adoption of the proposed contextual BPI activities by organizing two focus groups and conducting a survey.

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