Dynamic Business Process Management in the Knowledge Economy

Creating Value from Intellectual Capital

Miejsce na okładkę książki

Table of Contents

1.1   Introduction
1.2   The Development of the Concept of Business Proces Management 

   1.2.1  The First Wave of Process Management—“Industrial Engineering”
   1.2.2  The Second Stage of Process Management—“Value Chain Management”
   1.2.3  The Third Wave of Process Management—“Evolutionary

1.3   The Incompatibility of Traditional Process Management with the Requirements of Business.   

   1.3.1  Lack of an Actual Process-Based Approach to Operations
   1.3.2  Detaching the Decision on the Method of Performance from Performance Itself
   1.3.3  The Overlong Process Improvement Loop
   1.3.4  The Incapability of Process Individualization
   1.3.5  Diffusion of Accountability for the Results of Process Execution
   1.3.6  A Top-Down Approach to Implementing Changes
   1.3.7  No Possibility of Widespread Limited Experimentation
   1.3.8  The Inability to Keep Up with the Needs of the Clients and the Changing Environment
   1.3.9  The Use of a Small Fraction of the Knowledge in the Organization
   1.3.10  Insufficient Support for, or Even Conflict with the Concept of Knowledge Management 

1.4  The Search for the Possibility of Adapting Traditional Business Process Management to the Requirements of the Knowledge Economy with the Support of IT Solutions 

   1.4.1  Pressure Resulting from the Development of ICT Technologies and Changes to Social Culture
   1.4.2  Case Management—An Attempt at Surpassing the Limitations of Traditional Process Management
   1.4.3  Process Mining
   1.4.4  Robotic Process Automation
   1.4.5  Machine Learning
   1.4.6  Search for New Directions of the Development of Process Management by Systems Vendors

1.5   The 4th Wave of Process Management—“Business Process and Knowledge Management
1.6 Conclusions


2.1   Introduction
2.2  The Definition of Dynamic Business Process Management
2.3  The Consequences of Dynamic Business Process Management

2.3.1  The Empowerment of Process Performers

2.3.2  The Radical Acceleration of Adapting to Requirements

2.3.3  A System of Constant Knowledge Creation and Verification

2.3.4  The Systemic Dissemination of Verified Knowledge

2.3.5  The Learning Organization

2.3.6  Changes to the BPM Lifecycle in the Organization

2.3.7  The Necessity of Supplementing Business Process Maturity Models

2.3.8  Change of the Goals of Implementing Process Management in Organizations

2.4   New Possibilities of Using ICT Technologies and Methodologies in Dynamic Business Process Management

2.4.1  ICT Technologies and Business Process Management

2.4.2  The Practical Reunification of Process Management with Case Management—An Attempt at Surpassing the Limitations of Traditional Business Process Management

2.4.3  New Database and Internet Technologies

2.5   Conclusions—The New Meaning of the Term“Business Process Management
3.1   Introduction
3.2   Characteristics of Knowledge

3.2.1  Tacit and Explicit Knowledge

3.2.2  Processes Pertaining to the Creation and Management of Organizational Knowledge

3.2.3  The Most Common Problems Pertaining to Knowledge Management

3.3   Mutual Relations Between Knowledge Management and Dynamic Business Process Management

3.3.1  Managing Tacit Knowledge Within Dynamic Business Process Management

3.3.2  Proposal of Updating the Process-Oriented Model of Knowledge Management

3.3.3  Relations Between Nonaka’s and Takeuchi’s Knowledge Management Model and Dynamic Business Process Management

3.4   Process Execution as a Source of Knowledge
3.5   Execution of the Concept of a Learning Organization in Dynamic Business Process Management

3.5.1  The Concept of a Learning Organization

3.5.2  Practical Implementation of the Concept of a Learning Organization in Dynamic Business Process Management

3.6   Conclusions: The Integration of Process Management with Knowledge Management
4.1  Introduction
4.2  The Implementation of Traditional Process Management

4.2.1  Process Discovery and Rationalization

4.2.2  The Transfer of Knowledge Contained in Process Descriptions

4.2.3  The Automation of Process Execution

4.2.4  Traditional Business Process Management in the Organization

4.3   The Necessity of Changing the Goals and the Scope of Implementing Process Management
4.4   Changing the Method of Business Process Description

4.4.1  Traditional, Static Process Modeling

4.4.2  Risks Associated with the Static Modeling of Processes Which Are Dynamic in Nature

4.4.3  Dynamic Business Process Modeling

4.5   Simulations of and Optimization Research on Dynamic Processes
4.6 Different Forms of Process Descriptions in Different Stages286of the Process Lifecycle Within the Organization

4.6.1  The Research Methodology

4.6.2  Results of the Study

4.6.3  Results and Discussion

4.7   The Implementation of Dynamic Business Process Management

4.7.1  The (re)Design Stage

4.7.2  The Communication and Cooperation Stage

4.7.3  The Implementation and Adjustment Stage

4.7.4  The Execution and Monitoring Stage

4.7.5  The Analysis and Diagnosis Stage

4.8 Conclusions