Abstract
In Business Process Management (BPM) research as well as in practice, a whole host of different Business Process Frameworks supporting various tasks connected with BPM in organizations have been introduced and further developed. However, the term Business Process Framework is ambiguous and has been used for different BPM-related systemization approaches concerning BPM methods and techniques. Against the background that so far no attempt to systemize the different meanings and understandings of the term Business Process Framework is known, this article aims at clarifying this term by analyzing and systemizing its different facets giving an overview of available understandings and usages of the term. The identified facets are investigated and several different classes of Business Process Frameworks are described and explained in more detail. In this context, one predominant class of Business Process Frameworks summarizing business process reference models is presented in more detail.
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Zachman (2008): http://www.zachman.com/about-the-zachman-framework
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According to the framework description on: http://www.apqc.org/knowledge-base/documents/apqc-process-classification-framework-pcf-cross-industry-pdf-version-600
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Acknowledgements
The research described in this paper was partly supported by a grant from the German Research Foundation (DFG), project name: “Pluralistische Beurteilung der Qualität von Unternehmensmodellen – Qualitätsdiskurse und Diskursqualität innerhalb der Wirtschaftsinformatik (PluralistiQue)”, support code LO 752/4-1, and partly supported by a grant from the German Research Foundation (DFG), project name: “Konzeptionelle, methodische und technische Grundlagen zur induktiven Erstellung von Referenzmodellen (Reference Model Mining)”, support code GZ LO 752/5-1.
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Houy, C., Fettke, P., Loos, P. (2015). Business Process Frameworks. In: vom Brocke, J., Rosemann, M. (eds) Handbook on Business Process Management 2. International Handbooks on Information Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-45103-4_6
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