A framework to capture and reuse process knowledge in business process design and execution using social tagging

Rangiha, Mohammad Ehson; Comuzzi, Marco; Karakostas, Bill

doi:10.1108/bpmj-06-2015-0080

Cited by 10 publications

(5 citation statements)

References 28 publications

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“…Although some researchers argue that social BPM is just a buzzword, authors of the papers selected for this analysis clearly argument the differences between traditional and social BPM, positioning social BPM as a new, emerging area. 9,33,20 The main difference between traditional BPM and social BPM is the engagement of various stakeholders into the BPM life cycle and enhanced collaboration regarding the designing and executing the business processes. Unlike traditional BPM, where BPM is the responsibility of a BPM expert and employees are not included in process modelling, social BPM allows them to share their ideas for process improvements.…”

Section: Discussionmentioning

confidence: 99%

Social business process management in practice

Glavan

Tomičić-Pupek

Vukšić

2018

International Journal of Engineering Business Management

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Business process management (BPM) is a well-known holistic discipline used widely in practice for managing business processes and achieving better organizational performance. However, recently, due to technological development, using a traditional approach to BPM is not enough anymore. The answer to the limitations of the traditional BPM has been found in the introduction and application of the social software principles in the management of business processes within a new and emerging area called social BPM. In order to investigate its implementation and usage within the companies, a literature review has been conducted. It confirmed that social BPM is a developing phenomenon. Overall, 31 papers with case studies dealing with the usage of social BPM have been selected for further analysis. The case studies have been analysed with regard to structure, process and content dimensions as well as risk management and crisis.

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Section: Discussionmentioning

confidence: 99%

Social business process management in practice

Glavan

Tomičić-Pupek

Vukšić

2018

International Journal of Engineering Business Management

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“…Other related works, like Rangiha and Karakostas (2014), Rangiha et al (2015), Rangiha et al (2016), propose to apply recommendation systems used in SS as a mechanism for guiding the execution flow of business processes. The papers, from the same authors, present a framework for social BPM in which social tagging is used to capture process knowledge emerging during the enactment and design activities of a process.…”

Section: Applying Ss Techniques To Bpmmentioning

confidence: 99%

Social business process management

Bazán

Estévez

2019

BPMJ

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Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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“…Comparison is based on measurements such as fitness and generalization, which allow the evaluation of the performance and the quality of the compared algorithms. Finally, [11] describes a recommender task system that uses social tagging to collect relevant information from discussions between process actors during process execution. Analysis of these tags allows the system for deducing new tasks when the same process must be executed again.…”

Section: Related Workmentioning

confidence: 99%

“…without execution cases (log files) and we guarantee to express all the possible scenarios. Finally, unlike [9][10][11], we focus on process deduction to deal with a situation as it is the essential requirement of crisis cells.…”

Section: Related Workmentioning

confidence: 99%

From Declarative Knowledge to Process-based Crisis Resolution: application to Flood Management

Ariouat¹,

Andonoff²,

Hanachi³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Crisis resolution is often based on official government plans that provide guidelines. In real time, when a crisis occurs, one or several plans have to be chosen, merged, refined to meet the specific requirements of the crisis, and then launched. Plans are often in a textual format, which makes their interpretation ambiguous and error prone. Therefore, in real time, the coordination of stakeholders becomes difficult and time consuming. Given these drawbacks, the transformation of a plan into a process provides several advantages: i) an accurate and machinereadable specification of coordination of actions to be done in the field, ii) a better common understanding between stakeholders responsible for these actions and iii) a mean to analyze, simulate and evaluate the crisis response before launching it. The problem being addressed in this paper is "how to deduce a process for driving crisis resolution from business knowledge (plans, stakeholders and their capacities) and relevant facts observed in the impacted field". This paper presents first a meta-model for capturing business knowledge and crisis situation and then a deduction approach deriving a process in a BPMN-like format. Flood of the Loire in June 2016 serves as a support for approach experiment.

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A framework to capture and reuse process knowledge in business process design and execution using social tagging

Cited by 10 publications

References 28 publications

Social business process management in practice

Social business process management in practice

Social business process management

From Declarative Knowledge to Process-based Crisis Resolution: application to Flood Management

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