\chapter{Background}
\label{cha:background}

\section{Business Process Management}
This section establishes a common ground on the area of \acs{BPM} and related topics that are relevant to this thesis. First it touches \acs{BPM} and process modeling with a focus on \ac{BPMN}. Afterwards business process automation and business rules are introduced.

The \acs{BPM} paradigm refrains from a traditional, functional view on the organization. Rather, the organization is viewed on process level, \ie \textit{how} the organization creates and delivers value to a customer \citep[\p{6}]{Davenport1993}. 
In this sense, a process can be described as \enquote{completely closed, timely and logical sequence of activities which are required to work on a process-oriented business object} \citep[\p{4}]{Becker2005}. 
Business processes in particular are \enquote{designed to produce a specified output for a particular customer or market} \citep[\p{5}]{Davenport1993}.

\acs{BPM} does not view processes in isolation. 
From an IT-centric viewpoint, \acs{BPM} refers to process automation endeavors and the management of automated processes with software tools \citep[\p{12}]{Harmon2003}. 
A broader, holistic \acs{BPM} approach has more facets.
\cite{Rosemann2005} identify six core elements of \acs{BPM}, \viz, strategic alignment, governance, methods, information technology, people and culture \citep[see also][]{Rosemann2015}.
In this thesis \acs{BPM} is understood as \enquote{planning, steering and control} of organizational processes \citep[\p{5}]{Becker2005}.
The IT-centric viewpoint is covered by the term Business Process Automation.

While educational \resp cultural dimensions of \acs{BPM} have only attracted scientific interest recently  \citep[\p{531}]{VomBrocke2014a}, a large body of knowledge is available on methods of \acs{BPM}, \esp on process modeling and workflow management, \eg, \cite{Becker2011,Dumas2013,VanderAalst2000}.

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