Knowledge Engineering in Business Process Management

Dimitris Karagiannis () and Robert Woitsch ()
Additional contact information
Dimitris Karagiannis: University of Vienna
Robert Woitsch: BOC Asset Management GmbH

A chapter in Handbook on Business Process Management 2, 2015, pp 623-648 from Springer

Abstract: 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.

Keywords: Business Process; Modeling Language; Knowledge Engineering; Business Process Management; Meta Model (search for similar items in EconPapers)
Date: 2015
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:ihichp:978-3-642-45103-4_26

Ordering information: This item can be ordered from
http://www.springer.com/9783642451034

DOI: 10.1007/978-3-642-45103-4_26

Access Statistics for this chapter

More chapters in International Handbooks on Information Systems from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().