Ricerc@Sapienza

A fundamental assumption of improvement in Business Process Management (BPM) is that redesigns deliver refined and improved versions of business processes. These improvements can be validated online through sequential experiment techniques like AB Testing, as we have shown in earlier work. Such approaches have the inherent risk of exposing customers to an inferior process version during the early stages of the test. This risk can be managed by offline techniques like simulation.

A fundamental assumption of Business Process Management (BPM) is that redesign delivers refined and improved versions of business processes. This assumption, however, does not necessarily hold, and any required compensatory action may be delayed until a new round in the BPM life-cycle completes. Current approaches to process redesign face this problem in one way or another, which makes rapid process improvement a central research problem of BPM today. In this paper, we address this problem by integrating concepts from process execution with ideas from DevOps.

A fundamental assumption of Business Process Management (BPM) is that redesign delivers new and improved versions of business processes. This assumption, however, does not necessarily hold, and required compensatory action may be delayed until a new round in the BPM life-cycle completes. Current approaches to process redesign face this problem in one way or another, which makes rapid process improvement a central research problem of BPM today. In this paper, we address this problem by integrating concepts from process execution with ideas from DevOps.