Managing business processes as an information resource
IBM Systems Journal
BPMS: business process management systems
ACM SIGOIS Bulletin - Special issue: business process reengineering
The balanced scorecard: a foundation for the strategic management of information systems
Decision Support Systems
Information Systems: Foundation of E-Business
Information Systems: Foundation of E-Business
Business in the Information Age: Heading for New Processes
Business in the Information Age: Heading for New Processes
Competing in the Information Age: Strategic Alignment in Practice
Competing in the Information Age: Strategic Alignment in Practice
Workshop-based Multiobjective Security Safeguard Selection
ARES '06 Proceedings of the First International Conference on Availability, Reliability and Security
Inclusion of Social Subsystem Issues in IT Investment Decisions: An Empirical Assessment
Information Resources Management Journal
Multiobjective decision support for defining secure business processes: a case study
International Journal of Business Intelligence and Data Mining
Contextual factors influencing strategic information systems plan implementation
Proceedings of the South African Institute of Computer Scientists and Information Technologists Conference on Knowledge, Innovation and Leadership in a Diverse, Multidisciplinary Environment
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In many sectors, companies model and optimize their business processes in order to better manage the external value that comes from these processes. Supporting the execution of corporate business processes with an optimal set of IT investments is crucial to a company's success. However, existing business process management (BPM) approaches do not integrate methods for evaluating and selecting efficient IT investments and traditional evaluation methods are often inadequate. This paper proposes an extension that aims at a more adequate valuation, allocation, and selection of IT investments with respect to the requirements of the given corporate business processes. Such an extension allows decision makers in process-oriented organizations to interactively determine and continually optimize IT investments. At the same time, the extension improves the decision makers' awareness of the efficiency of their investments and, thus, reduces the gap between technology and business by further completing the traditional BPM methodology. This paper implements such an approach in a decision support system and illustrates its application by means of an example.