University of Washington School of Public Health & Community Medicine
Process models support the transition from business requirements to IT implementations. Organizations that adopt process modeling often maintain several co-existing models of the same business process. These models target different abstraction levels and stakeholder perspectives. Maintaining consistency among these models has become a major challenge for such organizations. Although several academic works have discussed this challenge, little empirical investigation exists on how people perform process model consistency management in practice. This paper aims to address this lack by presenting an in-depth empirical study of a business-driven engineering process deployed at a large company in the banking sector.