With frameworks, the initial value offered is to point out what is relevant to include and how it is relevant. Here we have an early (year 2005) framework that explains the relevant associations of multiple processes for managing business. To help anchor recognition of this framework's terms, it refers to the most widely discussed perspective of the time on business strategies as promoted by the consulting firm McKinsey. This Archestra framework exhibits underpinnings of following the guidance inferred from the McKinsey view.
For variety of reasons, the descriptions of the process automation world were overtaken by 3-letter acronyms that identified management information domains and the supporting automation technology to assure that the management was systematic.
The logical definitions of these information domains aligned to management purposes such as relationships with customers, or quality of services, or pipelines (chains) of supplies. The comparison of how those differing purposes were informed made it clear that a single given piece of data could wind up being used in several different ways depending on the management purpose.
Decades later we take it for granted that systems integration must optimize data sharing across different management purposes. Conceptually, a process is a model of how information should guide purposeful activity. So, we get to "process automation" as term for using technology to execute information usage according to a model, and "management system" for the combined activity of gathering information, shaping it in a process, and applying the process to a purpose.
Here, we can understand how process automation and management system are concepts that converged as management process and automation system. And, as different processes could share information, different systems could share technology that managed the availability of the information for use. This meant that co-operation of processes and co-operation of systems could easily be addressed as process integration and systems integration.
As a matter of semantics, the value of all of the above is in the context of generating benefits for the business, so all of it is in the discussion topic of business processes, how they relate to each other, and why they should.
Since the ability to identify, supply and manipulate information continually changes due to technology, the named purposes of the processes can also evolve to reflect changing ideas of what available views of the world and influences on the world are proving to be most important to creating value for business.
As a result, a framework representing that worldview at a given time may identify things differently than it might at a later time. while still having the same types of value as its most important organizing perspective. A 2005 version of the concurrent interacting management process systems (a.k.a. ecosystem) can significantly differ from a 2022 version still accounting for the same kinds of value.