  As the first phase in the Business Process Management (BPM) lifecycle,
process identification addresses the problem of identifying which processes to
prioritize for improvement. Process selection plays a critical role in this
phase, but it is a step with known pitfalls. Decision makers rely frequently on
subjective criteria, and their knowledge of the alternative processes put
forward for selection is often inconsistent. This leads to poor quality
decision-making and wastes resources. In recent years, a rejection of a
one-size-fits-all approach to BPM in favor of a more context-aware approach has
gained significant academic attention. In this study, the role of context in
the process selection step is considered. The context is qualitative,
subjective, sensitive to decision-making bias and politically charged. We
applied a design-science approach and engaged industry decision makers through
a combination of research methods to assess how different configurations of
process inputs influence and ultimately improve the quality of the process
selection step. The study highlights the impact of framing effects on context
and provides five guidelines to improve effectiveness.
