Workflow Management Coalition

Founded in 1993, the Workflow Management Coalition (WfMC) is a global organization of adopters, developers, consultants, analysts, as well as university and research groups engaged in workflow and BPM. The WfMC creates and contributes to process related standards, educates the market on related issues, and is the only standards organization that concentrates purely on process. The WfMC created Wf-XML and XPDL, the leading process definition language used today in over 80 known solutions to store and exchange process models. XPDL is a process design format for storing the visual diagram and all design time attributes.product attributes.

2010 BPM and Workflow Handbook

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2010 BPM and Workflow Handbook
Spotlight on Business Intelligence

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  • Foreword
    Keith D. Swenson, Fujitsu America, USA, and Vice Chair, Workflow Management Coalition
  • Intelligent, Automated Processes: Embedding Analytics in Decisions
    James Taylor, Decision Management Solutions, USA
  • Using BPM to Drive Clinical Intelligence and Process Oversight in the Acute Healthcare Setting
    Ray Hess, The Chester County Hospital, USA
  • 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"

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