Dynamic Business Process Management

Abstract

As discussed in Chap. 1, all organizations which hope to prosper in the 21st century must be process-oriented. At the same time, traditional process management does not encompass the majority of processes in modern organizations, as well as prevents the broad use of intellectual capital. Dynamic business process management is an extension of traditional business process management. It does not share its limitations, which hinder or prevent its use in the knowledge economy. Among multiple names of methodologies or proposals of directions of development for process management presented in literature, such as agile, intelligent, adaptive, or human, the author has selected the term dynamic in order to underline that the actual source of all new possibilities offered by dynamic business process management is the dynamism of the knowledge workers themselves. Not just their knowledge, but also their willingness to work is decisive in terms of whether the course of performance will see agile, intelligent adaptations with the aim of tailoring process performance to the context of performance, which stem from the experiences of the process performers themselves. The concept of dynamic business process management does not substitute traditional business process management, as much as it is its extension based on the three principles described in Sect. 2.2 of this chapter. This chapter presents different dimensions of the change, which taken together form an ecosystem enabling the engagement of the entire (or to a larger degree than before) intellectual capital of the enterprise, working and sharing knowledge in the course of process performance and creating value for the client. This ecosystem consists of philosophies, methodologies, and tools supporting management, or the entire BPM.