Modelling Sensible Business Processes

Abstract

among the most famous and prestigious universities in Vietnam. The annual FDSE conference is a premier forum designed for researchers, scientists, and practitioners interested in state-of-the-art and state-of-the-practice activities in data, information, knowledge, and security engineering to explore cutting-edge ideas, present and exchange their research results and advanced data-intensive applications, as well as to discuss emerging issues on data, information, knowledge, and security engineering.The call for papers resulted in the submission of 88 papers. A rigorous and peer-review process was applied to all of them. This resulted in 20 full (including keynote speeches) and three short accepted papers (acceptance rate: 26.1 %), which were presented at the conference. Every paper was reviewed by at least three members of the international Program Committee, who were carefully chosen based on their knowledge and competence. This careful process resulted in the high quality of the contributions published in this volume. The accepted papers were grouped into the following sessions:

BPM challenges, limitations and future development directions – a systematic literature review

“…Hauder et al (2014) states that case management is a solution that supports the knowledge workers needs to strike a balance between structured and unstructured processes. Simoes et al (2015) propose sensible business processes, which balance the level of control between the machine and the human within BPM systems and suggest the integration of human knowledge, context-awareness, diversity, creativity, ambiguity and many other properties pertaining to human behavior in BPM systems. Zasada (2019) recommends cognitive BPM as a vehicle for individual and organizational learning and cherishes human capital to overcome the barriers to innovation.…”

“…One weakness of BPM, which has been noticed for almost 10 years, is its focus on particular IT solutions (Hauder et al, 2014;Viriyasitavat et al, 2021;Reijers, 2021;Peña et al, 2022). In its extreme form, this approach leads to treating BPM as a subdiscipline of Information Systems (IS) and to dismissing aspects of BPM as a management philosophy and praxis (Rosemann, 2014;Kohlborn et al, 2014;Simoes et al, 2015;Reijers, 2021;Beerepoot et al, 2023). Concentration on IT solutions tailored to traditional BPM, such as workflow, document management or business process management system (BPMS), leads to the lack of support for the management of kiBPs (Hauder et al, 2014;Simoes et al, 2015;Moattar et al, 2022) or even to blocking the possibility of executing business processes which depart from previously designed and enforced flows, as well as withdrawing from the use of unstructured data and the knowledge tied thereto .…”

“…In its extreme form, this approach leads to treating BPM as a subdiscipline of Information Systems (IS) and to dismissing aspects of BPM as a management philosophy and praxis (Rosemann, 2014;Kohlborn et al, 2014;Simoes et al, 2015;Reijers, 2021;Beerepoot et al, 2023). Concentration on IT solutions tailored to traditional BPM, such as workflow, document management or business process management system (BPMS), leads to the lack of support for the management of kiBPs (Hauder et al, 2014;Simoes et al, 2015;Moattar et al, 2022) or even to blocking the possibility of executing business processes which depart from previously designed and enforced flows, as well as withdrawing from the use of unstructured data and the knowledge tied thereto . This leads to the impairment or even the loss of the potential of technologies such as process mining or AI (including machine learning; ML) (Gartner, 2021;van der Aalst, 2021).…”

“…3.4 Knowledge management 3.4.1 Challenges and limitations of current BPM. Especially (but not only) in innovative sectors, kiBPs have the highest value and the largest significance for the organization (Hauder et al, 2014;Simoes et al, 2015). Many processes (kiBPs) in organizations cannot be completely specified at design-time due to complexity or exceptions (Hauder et al, 2014).…”

Using Process Stories to Foster Process Flexibility: The Experts’ Viewpoint

“…In particular, uncertain business environments (Mejri et al, 2016), emergent situations (de Albuquerque & Christ, 2015), and operational vagaries (Antunes et al, 2019;Haseeb et al, 2019) are valid grounds for conferring some variability and flexibility on business processes. Further, other factors such as new working methods, exceptions, and technology evolution also call for flexible business processes (Cognini et al, 2018;Simões, Thuan, Jonnavithula, & Antunes, 2015).…”