TY  - CHAP
A1  - Thim, Christof
A1  - Gronau, Norbert
A1  - Haase, Jennifer
A1  - Grum, Marcus
A1  - Schüffler, Arnulf
A1  - Roling, Wiebke
A1  - Kluge, Annette
ED  - Shishkov, Boris
T1  - Modeling change in business processes
T2  - Business modeling and software design
N2  - Business processes are regularly modified either to capture requirements from the organization’s environment or due to internal optimization and restructuring. Implementing the changes into the individual work routines is aided by change management tools. These tools aim at the acceptance of the process by and empowerment of the process executor. They cover a wide range of general factors and seldom accurately address the changes in task execution and sequence. Furthermore, change is only framed as a learning activity, while most obstacles to change arise from the inability to unlearn or forget behavioural patterns one is acquainted with. Therefore, this paper aims to develop and demonstrate a notation to capture changes in business processes and identify elements that are likely to present obstacles during change. It connects existing research from changes in work routines and psychological insights from unlearning and intentional forgetting to the BPM domain. The results contribute to more transparency in business process models regarding knowledge changes. They provide better means to understand the dynamics and barriers of change processes.
KW  - intentional forgetting
KW  - routines
KW  - business processes
KW  - unlearning
Y1  - 2023
SN  - 978-3-031-36756-4
SN  - 978-3-031-36757-1
U6  - https://doi.org/10.1007/978-3-031-36757-1_1
SP  - 3
EP  - 17
PB  - Springer Nature
CY  - Cham
ER  - 
TY  - CHAP
A1  - Haase, Jennifer
A1  - Thim, Christof
A1  - Bender, Benedict
ED  - Marrella, Andrea
ED  - Weber, Barbara
T1  - Expanding modeling notations
BT  - requirements for creative process modeling
T2  - Business process management workshops
N2  - Creativity is a common aspect of business processes and thus needs a proper representation through process modeling notations. However, creative processes constitute highly flexible process elements, as new and unforeseeable outcome is developed. This presents a challenge for modeling languages. Current methods representing creative-intensive work are rather less able to capture creative specifics which are relevant to successfully run and manage these processes. We outline the concept of creative-intensive processes and present an example from a game design process in order to derive critical process aspects relevant for its modeling. Six aspects are detected, with first and foremost: process flexibility, as well as temporal uncertainty, experience, types of creative problems, phases of the creative process and individual criteria. By first analyzing what aspects of creative work modeling notations already cover, we further discuss which modeling extensions need to be developed to better represent creativity within business processes. We argue that a proper representation of creative work would not just improve the management of those processes, but can further enable process actors to more efficiently run these creative processes and adjust them to better fit to the creative needs.
KW  - modeling
KW  - requirements
KW  - pockets of creativity
KW  - creative process
Y1  - 2022
SN  - 978-3-030-94342-4
SN  - 978-3-030-94344-8
SN  - 978-3-030-94343-1
U6  - https://doi.org/10.1007/978-3-030-94343-1_15
VL  - 436
SP  - 197
EP  - 208
PB  - Springer
CY  - Cham
ER  -