Enterprise Process Automation
2010 BPM and Workflow Handbook
Spotlight on Business Intelligence
Why focus on Business Intelligence?
Keith Swenson, WfMC Vice Chair says,
"Regardless of whether you design a fixed definition in advance for a
predictable process, or whether a case manager extends the plan for an
unpredictable process while working, the results can be analyzed with process
intelligence technology. Retrospective analysis can tell us if the processes are
going according to plan, and can tell us if the plan itself is a good idea. In
cases where work was performed without the guidance of a process, process
mining, also known as automatic process discovery, can tell us what the process
has actually been without having to involve people in lengthy, and error prone,
interviews. Process mining can tell us what is efficient and inefficient about
an existing work pattern, and it can give us a jump-start on new BPM
implementation efforts when no previous process definition exists.
"Business (Process) Intelligence is a field
that is just beginning to show very promising results. Eleven independent
chapters bring us many views of this topic. After all, in the end, it is process
analytics that keeps us all honest. Because it can measure performance, Business
Process Intelligence is a critical part of delivering on the promise of
improving performance of the business."
Table of Contents
PDF Document with abstracts of each chapter here
Foreword
Keith D. Swenson, Chair WfMC Technical Committee
Introduction
Layna Fischer, Future Strategies Inc. USA
SECTION 1--SPOTLIGHT ON
BUSINESS INTELLIGENCE
In 2010 we include a special spotlight
on Business Intelligence to illustrate how Business Process Management (BPM) and
Business Intelligence (BI) are increasingly intertwined. Linking BI and BPM creates stronger operational
business intelligence. Users seek more intelligent business process capabilities
in order to remain competitive within their fields and industries. BPM vendors
realize they need to improve their business processes, rules and event
management offerings with greater intelligence or analytics capabilities.
Business Process Intelligence: Beyond the Convergence of
BPM and BI
Linus Chow, Manoj Das and Peter Bostrom, Oracle Corp, USA
Knowledge
Work and Unpredictable Processes
Keith D. Swenson, Fujitsu America, USA, and Vice Chair, Workflow Management
Coalition
Open Source
Business Intelligence and Business Process Platform
Patrick Beaucamp, BPM-Conseil/Vanilla, France
Artificial
Intelligence and the Future of BPM: Semantic Process Automation
Francesco BATTISTA, Respondo, Italy and Gianpiero BONGALLINO, Italy
Predictive
BPM
Dr.
Setrag Khoshafian, Pegasystems Inc., USA
Intelligent,
Automated Processes: Embedding Analytics in Decisions
James Taylor, Decision Management Solutions, USA
Assigning
Work Items More Efficiently Using Business Intelligence Tools
Juan J. Moreno, Marcelo Cordini, Cristian Mastrantono, INTEGRADOC and
Universidad Catolica, Uruguay; Martín Palatnik, Universidad Catolica, Uruguay
Staying
Ahead of the Curve with Decision-Centric Business Intelligence
Sheila Donohue, CRIF Decision Solutions, Italy
Combining
Knowledge, Process and BI to Deliver Agility in a Collaborative Environment
Marinela MIRCEA, Bogdan GHILIC-MICU, Marian STOICA, Academy of Economic Studies,
Bucharest, Romania
Using BPM to
Drive Clinical Intelligence and Process Oversight in the Acute Healthcare
Setting
Ray Hess, The Chester County Hospital, USA
Using BPM
and Business Intelligence to Improve Healthcare
Jonathan Emanuele and Cynthia Mascara, Siemens, USA
SECTION 2--THE BUSINESS
VALUE OF BPM AND WORKFLOW
Introduces new key concepts and sets out the business case for workflow
technology and BPM. This perspective is covered by papers that provide practical
information on Business Process Management (including case studies) designed for
an audience of business users.
BPM-on-Demand:
Fantasy or Fast Track to Agility?
Jon Pyke, WfMC Chair, United Kingdom
A Generic
Framework for Business Process Management
Philippe Declercq and Vincent Fauliot, CNAMTS, France
Enterprise Process Automation–Providing the Gift of Time
Roy Altman, Peopleserv Inc., USA
Transforming
Security through Enterprise Architecture and BPM
Christine Robinson, Christine Robinson & Associates and Daniel Turissini,
Operational Research Consultants, USA
Customer
Experience Transformation—A Framework to Achieve Measurable Results
Vinaykumar S Mummigatti, Virtusa, USA
SECTION 3--STANDARDS AND
TECHNOLOGY
BPM standards have evolved from technical nuance
to a business imperative. This perspective is covered by papers on system
structure and values, operation and scalability issues, written for an audience
of Information Technology (IT) professionals.
How to
Optimize Capability: Centered Enterprise Integration
Nathaniel Palmer and Jason Adolf, SRA International, Inc., VA, USA
XPDL 2.2: Incorporating BPMN 2.0 Process Modeling Extensions
Robert M. Shapiro, Global 360, USA
Workflow
Control-path Intelligence and Its Implications
Haksung Kim, Dongnam Health University and Kwanghoon Kim, Kyonggi Univ., Rep. of
Korea
Workflow
Design Patterns for Developing and Maintaining e-Business Workflow Systems
Farhi Marir and John Ndeta, Knowledge Management Research Centre, Faculty of
Computing, London Metropolitan University, UK
Utilizing
Process Definitions for Process Automation: A Comparative Study
Filiz Celik Yesildoruk and Onur Demirors, Middle East Technical University,
Informatics Institute, Turkey
SECTION 4—DIRECTORIES
AND APPENDICES
- Authors'
appendix
- WfMC
Structure and Membership Information
- WfMC
Membership Directory
- Index
- Additional Online Resources in BPM and Workflow
2010 BPM and Workflow Handbook
Spotlight on Business Intelligence
Publication: July 2010
ISBN: 978-0-9819870-5-7
Quality softcover. 284 pages.
US $75.00 Retail.
Size: 7" x 10"
