Purpose – This second part of the paper summarizes typical pitfalls as they can be observed in larger process modeling projects. Design/methodology/approach – The identified pitfalls have been derived from a series of focus groups and semi‐structured interviews with business process analysts and managers of process management and modeling projects. Findings – The article continues the discussion of the first part. It covers issues related to tools and related requirements (7‐10), the practice of modeling (11‐16), the way we design to‐be models (17‐19), and how we deal with success of modeling and maintenance issues (19‐21). Potential pitfalls related to strategy and governance (1‐3) and the involved stakeholders (4‐6) were discussed in the first part of this paper. Research limitations/implications – This paper is a personal viewpoint, and does not report on the outcomes of a structured qualitative research project. Practical implications – The provided list of intotal 22 pitfalls increases the awareness for the main challenges related to process modeling and helps to identify common mistakes. Originality/value – This paper is one of the very few contributions in the area of challenges related to process modeling.
Business Process Management Journal – Emerald Publishing
Published: May 1, 2006
Keywords: Modelling; Organizational processes; Process management
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