The Implementation of Dynamic Business Process Management

Abstract

The implementation of process management requires, first and foremost, the introduction of changes to the fundamental principles of management within the organization. It is insufficient for the owner or the CEO to decide on the development of new infrastructure, the purchase of new computers and new software, or even the introduction of comprehensive personnel training. Process management requires the use of proven methodologies and the skillful implementation of their supporting IT systems with a view to changing the organizational culture itself. The aim of this chapter is to present the results of studies on the higher efficiency of implementing and executing dynamic business process management, as compared with its traditional counterpart. The chapter then goes on to describe the changes in defining goals and preparing descriptions of business processes throughout the entire process lifecycle, which are the result of the requirements of business within the knowledge economy. The chapter provides an overview of the research and its conclusions, which point to the necessity of introducing changes to the principles of describing and presenting business processes. To conclude, the chapter presents the principles of implementing dynamic business process management, including the use of process exploration techniques, as well as the integration of process management with knowledge management. Drawing from the author’s personal experience, which stems from cooperation with diverse research teams executing commercial implementation projects in the years 2006–2017, as well as based on a review of relevant scholarship in the field, the chapter points to those fields, in which the use of a dynamic approach does not offer virtually any benefits, as well as those fields, in which it provides significantly better results than traditional process management or is a necessary condition for process management to provide any results at all.