Business Process Intelligence

1
Business Process Intelligence

• by
• Hoda M. Hosny
• Consultant at CRCICA and SECC
• Adjunct Professor of Computer Science, AUC and
  MIU
• ATIT 2009, Cairo, January 19-20, 2009

2
Action is the real measure of intelligence -
Napoleon Hill It is wiser to find out than to
suppose - Mark Twain
Nari Kannan, 2008
3
Outline

• 1. Business Process Management
• 2. Essential BPM Issues
• 3. Business Process Intelligence
• 4. The State of the BPM Market

4
1. Business Process Management

• Business Process Modeling (BPM)--sometimes known
  as Business Process Management-- is a set of
  technologies and standards for the design,
  execution, administration, and monitoring of
  business processes.
• A business process is the flow or progression of
  activities (the "boxes")--each of which
  represents the work of a person, an internal
  system, or the process of a partner
  company--toward some business goal.
• The BPM market is one of the fastest growing
  software markets.

5
The Business Process Management Space with Some
Technologies
BPT, July 2004
6
Process Modeling and Business Rules

• Process Modeling is the use of information and
  graphics to represent processes in a consistent
  way. It typically includes a knowledge repository
  or database of processes and allows graphical
  entry and display of results.
• Process modeling typically produces multiple
  views or diagrams of a process (such as UML
  Activity Diagrams) which provide for Business
  Rules to be expressed.
• Textual business modeling languages, executable
  or non-executable have recently emerged to become
  industry standards as well.

7
Example of a Simple Business Process White,
S., 2006
8
Example of A Collaborative B2B Process
White, S., 2006
9
Example of A High Level Business Process
White, S., 2006
10
White, S.,2006
Example of a Low Level Business Process
11
Industry Standards for Business Modeling Languages

• Business modeling is supported by a mix of
  emerging industry standards that include the
  following
• Business Process Modeling Notation (BPMN) A
  graphical notation for representing business
  processes. BPMN defines a Business Process
  Diagram, which is based on flowcharting
  techniques customized for business process, and a
  mapping to BPEL executable semantics (next
  slide). The BPMN industry standard is maintained
  by the OMG (Object Management Group)
• Unified Modeling Language (UML) The
  industry-standard visual modeling language for
  specifying software-intensive systems can also be
  used to model business processes. In particular,
  UML Activity diagrams provide many of the
  workflow modeling constructs furnished by BPMN.
  The UML industry standard is maintained by the
  OMG.

12
Industry Standards for Business Modeling
Languages (contd.)

• Business Process Executable Language (BPEL) An
  XML-based executable language for representing
  business processes. BPEL focuses on the view of
  one business participant. The BPEL industry
  standard is maintained by OASIS.
• Web Services Choreography Description Language
  (WS-CDL) An XML-based non-executable language
  that represents global business processes. 
  WS-CDL describes peer-to-peer collaborations of
  multiple business participants working on a
  common business goal. The WS-CDL industry
  standard is maintained by W3C.

13
Travel Booking process with BPMN
White, S., 2005
14
BPMN is supported by software tools
White, S., 2005
Travel Booking process with WebSphere Studio
15
Mapping BPMN to BPEL (for the check credit card
task)
White, S., 2005
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BPEL code for the check credit card task
White, S., 2005
17
Event Process Chain (EPC)

• Developed within the framework of Architecture of
  Integrated Information System (ARIS)
• Developed from the business prospective rather
  than IT
• Contains lots of ambiguities and deadlocks

18
EPC (example)
Ferdian et. al, 2001
19
Primary Components of BPM Suites

• Although BPM suites functionality differ, there
  is general agreement that a BPM suite includes
  the following
• Process Modeling Tool.
• This is where a non-technical user (such as a
  business analyst) can create a flowchart-like
  model of the business process, and technical
  users can connect the model to Web services and
  other points of integration. A single shared
  model is most desirable so that important
  information from one audience isnt lost in the
  handoff to the other. To qualify as BPM, the
  model must be executable, or able to force action
  on the process design, sending tasks to people,
  and messages to systems, for example.
• Server-based Process Execution Engine.
• This engine orchestrates all processes and
  their resourcespeople, organizations,
  applications, and systemsmanaging proper
  sequences, enforcing business rules, and auditing
  each step to ensure flawless process execution,
  escalation, and exception management.

Oracle White Paper, Aug. 2008
20
Primary Components of BPM Suites contd.

• Browser-based workspace.
• This is an interface where human process
  participants can locate, open, and complete the
  tasks assigned to them within the BPM suite.
• Intelligence dashboards.
• Both historical and real-time process
  monitoring, reporting, and analytics dashboards
  are used to disseminate information to all users.
  
• Simulation and optimization capabilities.
• Tools are employed to support testing,
  analysis, and continuous process improvement.

Oracle White Paper, Aug. 2008
21
Other Optional BPM Suite Components

• Business rules engine or decision services. These
  can be used to build, execute, and manage
  business rules.
• Content management. This is a repository for
  attachments to processes.
• Collaboration. This offers support for
  unstructured interaction within a process.
• Enterprise service bus (ESB). This is a
  service-oriented integration layer underneath the
  BPM suite. Although all BPM suites support direct
  Web services calls, an ESB includes functions
  such as mapping and transformation.
• Industry-specific or application-specific
  frameworks. These shorten the customization time
  for standard processes such as employee
  on-boarding.

Oracle White Paper, Aug. 2008
22
Common Visual Notation for Process Diagrams
A BPMN Diagram
Oracle White Paper, Aug. 2008
23
The Evolution of BPM
In 2000, analysts began combining EAI and
workflow into a single category BPM.
Oracle White Paper, Aug. 2008
24
SOA infrastructures help drive enterprise-wide
BPM Adoption
Oracle White Paper, Aug. 2008
25
Seamless Interchange of Process Models Between
Tools

• The interchange of process models between tools
  is a challenging problem. Until BPM technologies
  and associated standards mature further, some
  level of custom integration work will be required
  to move models between tools.
• XML Process Definition Language (XPDL). XPDL is
  an interchange format created by the Workflow
  Management Coalition. XPDL is today supported by
  more than 70 vendors.
• BPEL. Created by the Organization for the
  Advancement of Structured Information Standards,
  BPEL is a Web services orchestration language.
  For system-centric use cases, BPEL is considered
  mature and dominant.
• Business Process Definition Metamodel (BPDM). A
  newly released process definition standard that
  provides full support for all BPMN objects.

Oracle White Paper, Aug. 2008
26
An Overview of the various domains of Business
Process Management
BPT, July 2004
27
2. Essential BPM Issues

• Business Process
• Business Continuity
• Business Solution

28
Business Process

• While not a new way of analyzing a business,
  Business Process thinking and technology have
  transformed today's information systems and
  reduced the lag between management intent and
  implementation.
• A process-managed business makes agile decisions,
  embeds quality and reduces cumulative costs
  across the organization. It pursues strategic
  initiatives with confidence and direction.
• Business Process Management is the only way to
  achieve these objectives with transparency,
  management control and accountability.

KeyITSolutions
29
Business Continuity

• Protecting business systems and planning a
  recovery strategy is a vital part of any Business
  Continuity Plan.
• Any strategy must balance the short and long term
  goals of a business in times of a disaster.
• The continuity of a business is important and by
  evaluating different recovery processes, you need
  to strike the balance between what you need to
  protect your business and what you can afford.

KeyITSolutions
30
Business Solutions

• Business Solutions involve reviewing your
  business to identify an area which is
  under-performing in a big way or an area that is
  out-dated and in need of replacement.
• These areas can often be improved by the
  introduction of a single integrated Business
  Solution.
• Key areas of a business such as finance, human
  resources and internet services can all be
  improved with the introduction of a dedicated
  Business Solution.

KeyITSolutions
31
Business Solutions contd.

• When it comes in the form of an existing product
  which is shaped to meet an organizations
  specific needs, a business solution can be a very
  cost-effective approach to improving performance
  and costs.
• Many companies will offer a complete Business
  Solutions package.
• This will include reviewing business processes,
  customizing the product, implementation of the
  business solution, staff training and the
  important post-implementation support until the
  company is utilizing the solution efficiently.

32
Business Performance Management

• There's a lot of noise in the marketplace about
  corporate, business, and enterprise performance
  management.
• Regardless of the term used, the ability to apply
  performance management principles to daily
  operations to optimize overall efficiency,
  continuously improve quality, and assign value to
  tangible and intangible assets is now the
  ultimate goal of most large business
  organizations.

Mark Smith, 2002
33
A Pyramid showing the various Performance
Technologies
BPT, July 2004
34
3. Business Process Intelligence

• Business Process Intelligence (BPI) is an area
  that is quickly gaining interest and importance
  in the industry.
• BPI refers to the application of various
  measurement and analysis techniques in the area
  of business process management.

35
BPI Defined

• Business Intelligence is the collection,
  integration and analysis of a broad variety of
  processes and technologies to help a business
  make sound decisions.
• Business intelligence may take into account such
  activities as statistical analysis, data mining
  and financial forecasting.

36
BPI

• In essence, BI systems rely on algorithms derived
  from data analysis (OLAP) and Artificial
  Intelligence (AI) to search data
• and to identify interesting patterns or
  trends.

37
BPI Goals

• The goal of BPI is to provide a better
  understanding and a more appropriate support of a
  company's processes at design time and the way
  they are handled at runtime.
• In practice, BPI is embodied in tools for
  managing process execution quality by offering
  several features such as analysis, prediction,
  monitoring, control, and optimization.

BPI, 2007
38
Facts about BPI

• Business intelligence (BI) has been referred to
  as the process of making better decisions through
  the use of people, processes, data and related
  tools and methodologies.
• The roots of business intelligence are found in
  relational databases, data warehouses and data
  marts that help organize historical information
  in the hands of business analysts to generate
  reporting that informs executives and senior
  departmental managers of strategic and tactical
  trends and opportunities

DMReview.com
39
Performance as a Network

• The question is, how can an organization
  transform its existing, transaction-oriented
  information architecture into a performance
  management network?

40
The Performance Management Network
The most important aspect of this network is the
ability to continuously manage performance at all
three decision levels, not just measure
historical performance.
Mark Smith, 2002
41
Business Processes across the Organization

• Recent advances in
• business process management (BPM), business
  performance management, enterprise application
  integration (EAI), business intelligence (BI),
  simulation systems, and data warehousing
• have come together to make it possible to
  continuously monitor and measure business
  processes across the organization.

BPT, June, 2004
42
Business Process across the Organization contd.

• These various technologies make it possible to
  identify, interpret, and respond to critical
  business events almost as soon as they happen.
  (This real-time BI is frequently termed
  "Operational BI ").
• Until recently, most companies were using BI and
  data warehouses to report trends to specific
  departments within a company.

BPT, June, 2004
43
Business Activity Monitoring

• The new emphasis on integrating BI with business
  processes has placed the emphasis on reporting
  the results within a process framework to those
  who must actually make process management
  decisions.
• Some have termed this new application of
  Operational BI data, BAM (Business Activity
  Monitoring).
• Recently, Business Process Intelligence (BPI) has
  emerged as a another term for using Operational
  BI to inform business process management
  decisions.

BPT, June, 2004
44
Business Performance Management

• Instead of providing decision support based on
  data that is months or weeks old, BI is now being
  used to generate (automated) findings based on
  current transactional data that have been
  analyzed in real or near real time.
• This instantaneous analysis capability is most
  significant, because it facilitates the use of
  digital dashboards and other business performance
  measurement applications that can monitor and
  measure key business processes across the
  organization and distribute their findings to
  various classes of corporate decision makers
  residing at different organizational levels.
• This is now known as Business Performance
  Management

BPT, June, 2004
45
Basically, Business Performance Management is a
technology that connects process measures,
metrics, and people in order to drive improved
management, analysis, and decisions across the
organization.
BPT, June, 2004
46
The Advantages of BPI

• Hence, BPI is a valuable approach that can help
  companies carry out their process improvement and
  process management initiatives by
• Providing a consistent, process-based view of the
  organization
• Facilitating real-time monitoring of key business
  process and information systems
• Aligning execution with strategy
• Managing enterprise performance

BPT, June, 2004
47
Basic Requirements for BPI

• The ability to apply performance-driven
  management techniques to daily operations has
  several requirements, including
• 1. The ability to manage performance across
  different business processes (i.e.,
  customer-facing activities, finance and
  accounting operations, supply-chain, and human
  resources).
• 2. The ability to manage performance at different
  organizational levels (i.e., executive,
  management, and individual rank-and-file
  employees).

BPT, June, 2004
48
Basic Requirements for BPI contd.

• 3. The ability to acquire an overall view of how
  different processes are functioning.
• 4. The ability to notify appropriate people of
  important business events as they happen so they
  can take proactive action to capitalize on/or
  mitigate their effect.
• 5. The ability to do this in real or near
  real-time.

BPT, June, 2004
49
Problems with the Requirements

• The above requirements are difficult for a
  company to achieve because most organizations
  have fractured infrastructures based on
  individual transaction processing systems (ERP,
  CRM, SCM, Web, etc.).
• Although many of these applications do feature
  their own individualized reporting systems, they
  all use their own unrelated metrics. Moreover,
  they typically cannot integrate and analyze data
  residing on other operational systems.

BPT, June, 2004
50
Taking the Pulse of the Company

• New Business Process Management (BPM) tools are,
  in effect, a combination of traditional workflow
  and Enterprise Application Integration (EAI)
  tools and, in many cases, offer a better way to
  manage integration.
• They begin by defining a business process and
  then integrate supporting IT resources into the
  process model.
• At the same time, metrics can be defined in terms
  of the overall process.
• In effect, by layering a BPM layer on top of
  existing systems, companies are finding it easier
  to integrate than in the past

BPT, June, 2004
51
A Move to the Operational Level

• Operational BI combines real-time operational
  transaction data with historical information to
  let decision makers move beyond the
  point-in-time analysis associated with
  traditional BI and data warehousing applications.
  
• The goal is to provide immediate access to key
  performance indicators (KPIs) in order to improve
  the speed and effectiveness of the
  decision-making process.

BPT, June, 2004
52
Traditional BI vs. Operational Business Process
Intelligence (BPI)
BPT, June, 2004
53
Traditional BI

• Traditional BI -- so called because it is
  associated with early corporate BI and data
  warehousing efforts -- is primarily used to
  provide analysts and other skilled knowledge
  workers with the ability to conduct analysis and
  reporting to support both strategic and tactical
  decision-making needs.
• For example, Should we enter a new market or
  develop a new product?
• Or,
• who were our best customers last month?

BPT, June, 2004
54
Operational BI

• Operational BI is enabled by understanding
  transactions, as they are generated by
  operational systems, in the context of
  information stored in the data warehouse.
• The ability to combine real-time and historical
  data for Operational BI is important because just
  examining real-time data typically does not
  provide enough of the kind of insight that is
  required for business users to arrive at an
  informed decision.

BPT, June, 2004
55
Operational BI Examples

• For example, an application that only gives a
  real-time tally of the latest sales figures for a
  particular marketing campaign does provide some
  useful information.
• However, to be of real benefit, the application
  should compare current sales in relation to
  previous sales for a similar marketing campaign
  in order to identify trends that put the current
  figures into some kind of business perspective
  from which decision-makers can make a
  well-informed decision.
• Another example a supply-chain purchasing
  manager can negotiate better discounts with
  suppliers when processing new orders, based on
  consistent and current consolidated purchasing
  activity and historical supplier performance
  ratings.

BPT, June, 2004
56
Operational BI Examples contd.

• Similarly, a bank can generate continuously
  up-to-date customer-profiles by integrating
  transactions and activities from different
  channels with historical customer data.
• This allows the bank to target the customer with
  new promotions regardless of which channel the
  customer chooses to use physical branch, online
  banking, or remote automated teller machine.

BPT, June, 2004
57
Comparison between Traditional BI and Operational
BI
BPT, June, 2004
58
Distributed BI

• The ability to monitor and measure business
  processes is but one part of solving the Business
  Performance Management equation.
• The other requires the ability to distribute and
  present analytic findings so that decision makers
  have ready access to the metrics necessary for
  managing business performance at different
  organizational levels specifically to
  executive, management, and individual
  rank-and-file employees.

BPT, June, 2004
59
Distributed BI contd.

• This has resulted in the growing use of
• (1) digital dashboards,
• (2) automated broadcasting and event
  notification servers, and
• (3) analytic workflows.
• These are designed to distribute and present KPIs
  to various users according to their
  organizational roles.

BPT, June, 2004
60
Digital dashboard displaying an executive
overview of company financial, customer internal,
and learning and growth processes.
BPT, June, 2004
61
Monitoring and Tracking

• Monitoring your current business is also
  important when building Business Intelligence.
• Knowing what is working well within your
  organization will subsequently allow you to focus
  on areas that are in need of improvement, either
  due to performance issues or cost.
• Use of intuitive tools by both staff and
  management to distil information from your
  business will provide you the base to develop
  your Business Intelligence plan.
• Review of all your corporate assets is vital
  omitting areas will lead to deficiencies.

KeyITSolutions
62
Monitoring and Tracking

• Corporate assets include customers, products
  services, network infrastructure and employees.
• Typical performance measurements include
  profitability, availability, usage, sales and
  lifetime value.
• An organization can then track their key
  performance measurements, refine customer
  segments scores and optimize campaign
  strategies.

KeyITSolutions
63
Business Process Metrics

• Systematic understanding of business process
  metrics and how they interplay with each other
  provides a lot of answers to dilemmas and
  questions companies may face in their operations.
• Business processes have Efficiency factors and
  Effectiveness factors. Sometimes they go along
  with each other well and sometimes, they may not.

Nari Kannan, 2008
64
Example

• Many companies may want to provide absolutely the
  best customer service or support on the phone.
• Given this, they may need to staff their call
  center with the best personnel around and in very
  large numbers so that no one is kept waiting on
  the phone, at all.
• And the customer service person stays on the
  phone as long as the customer is satisfied fully.
  This however, we know, is not practical.

Nari Kannan, 2008
65
Example contd.

• The Call Center manager is measured on efficiency
  also.
• They may need to staff the call center with the
  minimum number of people at exactly the right
  times of the day so that every agent is fully
  utilized and each call takes exactly the amount
  of time needed to do a good job and keep the
  customer satisfied!

Nari Kannan, 2008
66
Example contd.

• Here we see the opposing nature of
• Efficiency Metrics like Average Handle Time
• and
• Effectiveness Metrics like Customer Satisfaction
  Index!

Nari Kannan, 2008
67
Another Example

• Business Process Intelligence also helps small
  companies compete with larger companies and vice
  versa!
• In the above example of a company having to deal
  with competing metrics like Average Handle Time
  on the phone and Customer Satisfaction,
• If the company were a small company trying to
  take business away from biggies like XYZ.com, the
  strategy may be to relax the requirements on
  Average Handle Time and maximize Customer
  Satisfaction Index till it starts taking market
  share away from XYZ.com.

Nari Kannan, 2008
68
Another Example contd.

• On the other hand if the large company faces
  large financial pressures, they may not be able
  to do the same thing easily.
• Thus, it becomes one of adjusting your various
  Efficiency and Effectiveness factors based upon
  what your business strategy is, and tactics are
  at any point of time.

Nari Kannan, 2008
69
BPI Extensions

• More than Sales Intelligence or Financial
  Intelligence, Business Process Intelligence
  provides you with objective measurement of your
  various activities within the company.
• You can get a sense of how you are performing
  currently,where your bottlenecks are and what to
  address within the company process-wise.

Nari Kannan, 2008
70
The Predictive Enterprise

• The predictive enterprise is an IT infrastructure
  that supports business operations by delivering
  informed predictions about what is likely to
  happen in a business process.
• Implementing a predictive enterprise presents
  both cultural and technological challenges

DM Review, 2008
71
The Predictive Enterprise contd.

• A predictive enterprise starts with understanding
  the business processes that are at the core of
  most OLTP systems.
• To deliver the most value, a predictive
  enterprise solution needs to be used at an
  operational level by making predictions about
  individual transactions, irrespective of whether
  this is a customer interaction, sales transaction
  or supplier transaction.
• The first step in developing a predictive
  enterprise is to identify business processes that
  can benefit from adding predictive elements.

DM Review, 2008
72
The Predictive Enterprise contd.

• The central objective of implementing a PE is to
  use the companys knowledge about its past
  business activities, stored in data warehouses,
  data marts, log files, and other sources, and the
  current state of business operations to make
  predictions about future events.
• These predictions can be used to support the
  decision making of all individuals in an
  organization (that is, BI).
• Examples of applications include the intelligent
  promotion of offers to specific users on your Web
  site, providing differential services to your
  best customers and detecting fraudulent
  transactions.

DM Review, 2008
73
4.The State of BPM Market

• In a survey report (Aug 2008), an Oracle produced
  White Paper summarized the State of BPM market in
  the following 5 points
• Rapid market growth. The BPM market is one of the
  fastest growing software markets, estimated to
  grow tenfold in five years, from approximately
  US500 million in 2006 to US6 billion in 2011.
• Market consolidation and technology convergence.
  The BPM market is consolidating from nearly 150
  vendors recognized in 2006 to just 25 in 2007.
  Large enterprise-class vendors are replacing the
  small pure plays, offering more-holistic
  solutions that combine BPM with collaboration,
  portals, document management, service-oriented
  architecture (SOA), and business intelligence
  (BI).
• Ability to quickly bridge gaps. BPM is
  increasingly being used to manage processes that
  span multiple packaged applications.

Oracle White Paper, Aug. 2008
74
The State of BPM Market A Survey

• Beyond technology. Survey reports show that
  organizations with successful BPM deployments not
  only focus on the technology, but they also see
  continuous process improvement as an imperative
  business strategy.
• BPM, collaboration, and social computing. New
  tools allow business users to participate in
  building, managing, and monitoring applications
  like never before. Leading BPM products support a
  range of collaborative and social process
  activities that today are lost in e-mails,
  documents, and hallway discussions. In an
  information economy, organizations must capture
  these unstructured processes to improve
  productivity and leverage best practices.

Oracle White Paper, Aug. 2008
75
Top Managers surveyed by Robert Half Management
in November 2007 highlighted process improvement
as the most likely corporate initiative to pursue
in 2008 and 2009
Business Process Improvement Technology
Upgrade New Product or Service Line
Expansion Geographic Expansion Merger or
Acquisition
Oracle White Paper, Aug. 2008
76
Survey Results onAnticipated Drivers of ROI from
BPM investments

• Automating/accelerating highly manual process
• Increasing visibility into processes
• Improving operational excellence
• Improving control over processes
• Simplifying cumbersome processes
• Promoting better business and IT alignment
• Improving delivery of new products or services
• Establishing greater governance compliance
• Improving predictability of processes
• Improving customer intimacy or service

Oracle White Paper, Aug. 2008
77
The most important BPM Obstacles to overcome
Understanding Process Org. Issues Internal
Policies Lack of Training Internal
Staff Excessive Scope Creep Budget Overrun
Oracle White Paper, Aug. 2008
78
BPM Maturity is Still in the Early Phase
Ad-Hoc Departmental 43
Coordinated Line of Business 17
Enterprise-Wide BPM 18
Little to No BPM 22
Oracle White Paper, Aug. 2008
79
Another recent survey (2007) found only 11
percent of respondents were actively integrating
BPM suites across the enterprise.
Oracle White Paper, Aug. 2008
Most organizations are only leveraging BPM at the
departmental level, leaving substantial value
untapped.
Oracle White Paper, Aug. 2008
80
Some BPM Resources

• Industry Resources
• BPM Institute. A peer-to-peer exchange for BPM
  professionals. The BPM Institute publishes an
  objective report of BPM suites.
  www.bpminstitute.org/bpmsreport.html.
• Business Process Trends. A news source on
  business process change, trends, directions, and
  best practices. www.bptrends.com.
• BPM Suite Watch Blog by Bruce Silver.
  www.brsilver.com/wordpress.
• Column 2 Blog by Sandy Kemsley on BPM and
  Enterprise 2.0. www.column2.com.
• Standards Bodies
• Object Management Group. This organization
  oversees Business Process Modeling Notation
  (BPMN) and Business Process Definition Metamodel
  (BPDM), among others. www.omg.com.
• Workflow Management Coalition. This organization
  oversees XML Process Definition Language (XPDL),
  among others. www.wfmc.org.
• OASIS. The organization that oversees BPEL, among
  others. www.oasis-open.org.

Oracle White Paper, Aug. 2008
81
References

• BPI07, BPM-Research, http//www.bpm-research.com/
• Hall, Curt Business Process Intelligence,
  Business Process Trends Newsletter Volume 2, No.
  6, June 2004.
• Harmon, P. Business Performance Management The
  Other BPM, BPT Newsletter, Volume 2, no. 7, July
  2004.
• KeyITsolutions, http//www.keyitsolutions.com/
• Kannan, Nari BPI What is it and how does it
  help Sept. 2008
• Oracle, State of the Business Process Management
  Market 2008 An Oracle White Paper, August 2008
• Rowe, Anthony From Business Process Management
  to Business Process Intelligence The Road to the
  Predictive Enterprise, DM Review Magazine, April
  2008. (www.drmreview.com/
• Smith, Mark, http//www.intelligententerprise.com/
  , Dec. 2002
• White, S. A., Introduction to BPMN, IBM IBM
  Software Group, 2006, http//www.bpmn.org/
• White, S.A., Using BPMN to Model a BPEL
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