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Knowledge Engineering in Business Process Management

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Handbook on Business Process Management 2

Part of the book series: International Handbooks on Information Systems ((INFOSYS))

Abstract

Business Process Management (BPM) has become a commodity nowadays. It has undergone an evolution from the initial business process re-engineering in the 1980s to a well-established management approach, which is extensively discussed in this book (See introduction chapter of Harmon on the Scope and Evolution of Business Process Management). This chapter deals with the increasingly important domain of knowledge-sensitive BPM as a current challenge imposed from semantic web, the cloud, social networks or Web 2.0 not only to provide new technologies for BPM but also trigger a cultural change of people involved. Three aspects of knowledge sensitiveness in BPM are proposed. First, BPM can be seen as a domain itself focusing on BP-frameworks identifying basic concepts such as business model, domain, regulation, or model processing (See introduction chapters by Rosemann and vom Brocke on the Six Core Elements of BPM). Second, BPM needs to be applied using a management method such as the BPMS methodology. Third, BPM needs to be executed within an environment; hence, it is deployed. BPM can be seen as a basic concept for corporate knowledge leading to knowledge-sensitive BPM. Studying the knowledge-sensitiveness two forms of interpretation are distinguished: (1) knowledge engineering (KE) focusing on machine interpretable knowledge and (2) knowledge management (KM) relating to human interpretation of knowledge. In the following, the focus lies upon KE distinguishing three viewpoints: (a) KE is established in BP-frameworks as a realization within the used meta models for those frameworks; (b) knowledge-intensive actions within the BP method – which is typically performed by business process (BP) analysts – is supported by KE techniques; (c) deployment of BPM within a typical execution environment is likely including knowledge-based applications, hence those knowledge concepts need to be reflected. KE techniques are proposed for the areas above and empirical experiences as results of research projects are described. As a conclusion an outlook on the conceptual and technical integration summarizes the chapter.

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Notes

  1. 1.

    See introduction chapter of Davenport (2014) on Process Management for Knowledge Work.

  2. 2.

    See book chapter Seidel et al. (2014) on Managing Creativity-intensive Processes.

  3. 3.

    See book chapter by Jerry Luftman (2014) on Strategic Alignment Maturity.

  4. 4.

    A system of systems (syn. hybrid computing system) is a system composed of (super-) computing resources of different architectures. They are tightly coupled, interconnected by high-speed network and are treated as a single system.

  5. 5.

    See book chapter Hammer (2014) providing insights as to what the BPM domain is about.

  6. 6.

    Davenport (2014) explores a particular aspect of knowledge in BPM, i.e. how BPM can facilitate knowledge work. As opposed to the general knowledge engineering approach presented in this chapter, Davenport presents process-oriented approaches tailored to the specific requirements of autonomous knowledge workers.

  7. 7.

    See book chapter from Becker et al. (2014) Semantic Business Process Management.

  8. 8.

    See book chapter from Lind et al. (2014) on Collaborative Process Modelling: The Intersport Case Study.

  9. 9.

    See book chapter from Kemsley (2014) Business Process Management and the Social Enterprise.

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Author information

Authors and Affiliations

  1. Institute for Business and Knowledge Engineering, University of Vienna, Vienna, Austria

    Dimitris Karagiannis

  2. BOC Asset Management GmbH, Vienna, Austria

    Robert Woitsch

Authors
  1. Dimitris Karagiannis
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  2. Robert Woitsch
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Corresponding authors

Correspondence to Dimitris Karagiannis or Robert Woitsch .

Editor information

Editors and Affiliations

  1. Institute of Information Systems, University of Liechtenstein, Vaduz, Liechtenstein

    Jan vom Brocke

  2. School of Information Systems, Queensland University of Technology, Brisbane, Queensland, Australia

    Michael Rosemann

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Karagiannis, D., Woitsch, R. (2015). Knowledge Engineering in Business Process Management. In: vom Brocke, J., Rosemann, M. (eds) Handbook on Business Process Management 2. International Handbooks on Information Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-45103-4_26

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