Track: Organizational Systems and Technology
Minitrack: Business Process Management (BPM)

As more and more organizations organize their work around customer-centric business processes (BP), there is an increased focus on Business Process Management (BPM) as a new business discipline to focus and manage this transition. BPM focuses on business value creation via continuous BP improvement and innovation supported by BPM-enabling technology. While the term BPM is often used to describe technologies for BP automation, in recent times, business leaders are increasingly recognizing the need for a more holistic approach to BPM that incorporates people, processes, metrics, systems and strategy.

This minitrack adopts a more holistic view of BPM, as promoted by the leading business practitioners. It encourages research contributions that deal with the emerging issues, ideas, challenges and solutions created at the crossroads of various BPM aspects including strategy, people, business processes and systems in various organisational contexts. Early academic research on BPM has skewed towards the technological and formal aspects of BPM. To address this research imbalance, we particularly encourage papers that deal with the business challenges and opportunities of BPM over its entire life cycle from consideration and adoption to implementation and on-going improvement at all levels (strategic, operational, tactical).

Topics and research areas include, but are not limited to:

• Business/ IT alignment through BPM

• BP discovery, change and improvement - methodologies and best practices

• Business value of BPM systems

• Organisational implementations of various levels of BPM technology-enablement (human-interaction, human-centric, integration-centric)

• Metrics associated with business process life cycle ? re-design, implementation, management and improvement

• Integration and convergence of BPM, Six sigma and TQM, lean and similar process philosophies and tools

• Best practice business process case studies

• The relationship between BPM and enterprise architecture

• Critical success factors and associated KPI?s for BPM initiatives

• BPM-related Knowledge Management (knowledge intensive BP?s, KM strategies for sharing and reuse of best practices in BP improvement)

• BP intelligence, dashboards, and complex-event processing

• Inter- and intra-organizational BP?s

• The role and use of business rules in specifying business processes

• Dealing with the data aspect of BPM representation (the business object model)

• BPM outsourcing

• Human aspects of BPM: Organizational staffing and structure, change management and leadership strategies

• Creative BPs

• BPM Ethics

• Design thinking in BPM

Minitrack Co-chairs:

Olivera Marjanovic (Primary Contact)
Business Process Management Research Group
Business Information Systems Discipline
Faculty of Economics and Business
University of Sydney
Building H69, Office 410 Darlington, NSW 2006, Sydney, Australia
Phone: +61-2-9351-8477
Fax: +61-2-9351-6638
Email: o.marjanovic@econ.usyd.edu.au

Richard Welke
Center for Process Innovation
Computer Information Systems
Robinson College of Business
Georgia State University
PO Box 5029
Atlanta, GA 30302-5029
Phone: 404-413-7863
Email: rwelke@ceprin.org