Business Process Quality Management
Process modeling is a central element in any approach to Business Process Management (BPM). However, what hinders both practitioners and academics is the lack of support for assessing the quality of process models – let alone realizing high quality proces
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Abstract Process modeling is a central element in any approach to Business Process Management (BPM). However, what hinders both practitioners and academics is the lack of support for assessing the quality of process models – let alone realizing high quality process models. Existing frameworks are highly conceptual or too general. At the same time, various techniques, tools, and research results are available that cover fragments of the issue at hand. This chapter presents the SIQ framework that on the one hand integrates concepts and guidelines from existing ones and on the other links these concepts to current research in the BPM domain. Three different types of quality are distinguished and for each of these levels concrete metrics, available tools, and guidelines will be provided. While the basis of the SIQ framework is thought to be rather robust, its external pointers can be updated with newer insights as they emerge.
1 Introduction Just now, you started to read a chapter about another “framework” with a funny name. It did not deter you so far and we are glad it did not. If you have an interest in process modeling and agree with us that process modeling is an important activity in many contexts, keep on reading. What we want to present to you is an integrated view on many concepts and ideas – most of which, admittedly, are not our own – that are related in some way to the quality of process models. However, hardly anybody outside a small community of researchers really knows about these notions, how they are related to one another or how they are helpful in any way. That is exactly what the SIQ framework is about. Its aim is to help you make better process models, using the methods, techniques, and tools that are already available.
H.A. Reijers (*) Eindhoven University of Technology, Eindhoven, The Netherlands e-mail: [email protected] J. vom Brocke and M. Rosemann (eds.), Handbook on Business Process Management 1, International Handbooks on Information Systems, Second Edition, DOI 10.1007/978-3-642-45100-3_8, © Springer-Verlag Berlin Heidelberg 2015
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Quality is an issue due to a combination of three facts. First of all, Rosemann (2006a) illustrates that large modeling projects can hardly assume that all participating modelers know modeling well. Many of them have only run a brief starter training and have little or no experience. Beyond that, they often model as a side activity to their usual tasks and duties. Second, and as a consequence of that, the quality of process models is often poor. As indicated in Mendling (2008), there are quite significant error rates in process model collections for practice of 10–20 %. Thirdly, this has detrimental consequences of the usage and application of business process models in later design phases. It is a common insight of software engineering, (Boehm et al. 1978; Moody 2005), that flaws can be easily corrected in early design stages while they become increasingly expensive with the progression of a project. Due to these three issues,
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