This document discusses applying context-awareness technologies to improve business process management (BPM). It provides examples where traditional BPM failed due to lack of awareness of changing business contexts. The document outlines research trends in BPM, including a focus on process agility and context-aware (X-aware) BPM. It defines context and context-awareness, and discusses how context data could be used to make BPM more flexible and adaptive to situational factors. The convergence of context-aware technologies and BPM is examined at the technology and business process layers to advance "smart" business processes and process agility.

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Application of Context-Awareness and
Related Technologies for improved BPM
Shahan Mafuz
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Examples/cases of traditional BPM to consider
 A German bank lost €300 Million in a pre-scheduled transaction with Lehman
Brothers hours after the later had filed for bankruptcy.
(Ploesser, et al, 2009)
 Process running in isolation
 Highlights unawareness about current business context
 The ‘tele-claims’ process of an Australian insurance company succumbed to
influx of 20,000+ weekly phone calls during storm season.
(Rosemann & Recker, 2006)
 Static/rigid business process
 Unable to respond to dynamic business needs
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Business Process, BPM and Systems
 A business process is an activity or set of activities that will accomplish a
specific organizational goal.
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 Business Process Management (BPM) is a systematic approach to improving
those processes.
 Information System(s) and tools that facilitate BPM are BPM Systems
(Zhao, 2014)
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BPM Research: State Of The Art and Trends
 Over the last decade, the importance of BPM has evolved to shape
organizational vision and strategy (Bruin, 2009)
 Research in BPM systems is still aiming at-
 Defining and implementing intelligent Business Processes
 Use of process data for decision management
 Adaptive, robust business processes
 With businesses focusing on Agility , business processes require
agility in terms of process flexibility and agility (Pascalau, et al 2013)
 X-Aware BPM research has emerged as a trend (Recker, 2011)-
 Risk, Cost, Sustainability and Context
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BPM research issues
Possible approaches towards solution:
Macro level-
 Reducing rigidity between design and execution of business processes
 Increasing flexibility in design and execution
Micro level-
 Incorporating situational factors in specification and design of process
 Specific execution of business based on situational factors identified
during execution
(Bandara et al., 2007)
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Context & Context Awareness
Context in General Term: The circumstances that form the setting for an
event, statement, or idea, and in terms of which it can be fully understood.
Context- A working definition: Any set of information that define the
characteristics of a given situation, as well as the entities involved in that
situation, which is relevant to the interaction between the entities themselves
(Dey & Abowd, 2000)
Context-Awareness: In the case of information systems, Context
Awareness can be defined as the ability of a system to provide
information and/or services which are relevant to the users context.
(From: Dey & Abowd, 2000)
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Types of Contexts and Use
Tangible (Hard) Soft (Intangible)
Eg: Output from sensors Stock Market Trends
Intrinsic Extrinsic
Eg: The current state of a system Int’l Trade rules
Once Context is established, process can be:
Automated Suggested
Eg: Screen orientation on devices Available Wi-Fi Networks
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Context Aware technologies
Hybrid Mined/Extracted
Eg: Expression recognition Customer behaviour, activity log
Closed Open
Eg: Cellular, Wi-Fi, Bluetooth Mesh Routing
Simple Smart
Eg: RFID, GPS Motes
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Convergence of CA-Tech and BPM
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Context-
Awareness
(CA)
CA
Technologies
CA-
Computing
BPM
CA-BPM
Application
of CA &
Technologies
in BPM
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The Layers of CA-Tech and BPM Convergence
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Technology Layer
• Context-Aware Technology: R&D
• Prototypes & stable Release-to-Market
Application of CA &Tech in BPM
• Framework/model for application
Business Process Layer
• Business Process Lifecycle
• Dynamics governing business process
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Motivations to consider CA-Tech in BPM
 The drivers for flexibility in business process design and
execution
 The need for agility in business processes
 Context adaptation in real-time
 Advancing the smartness of automation in line with technology
VS.
 Enabling user to act smart based on context information
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Possible Contributions Include
 Progress the agenda of “Smart” business processes
 Enhanced individual and organizational efficiencies in business
process execution
 Introduces a ‘conduction’ layer between CA Tech and BPM
 Move towards further process agility and flexibility
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Questions, Comments, Suggestions welcome