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1 Reference Syllabi Association for Information Systems (AIS) Business Process Management Jan vom Brocke 1, Michael Rosemann 2 1 University of Liechtenstein, Vaduz, Liechtenstein, 2 Queensland University of Technology, Brisbane, Australia, Recommended Citation vom Brocke, J., Rosemann, M. (2015), Business Process Management, In: Association for Information Systems. Reference Syllabi, Ed.: J. vom Brocke, Eduglopedia.org, Available at: Version: Background Business Process Management (BPM) has become one of the most important competences for information professionals. The potential of BPM lies particularly in the integration of advanced information technology and organizational and managerial methods in order to foster and leverage business innovation, operational excellence and intra- and inter-organizational collaboration. BPM comprises activities such as the identification, definition and modeling of business processes, their implementation and execution, monitoring, mining and controlling as well as continuous and disruptive process improvements. Enterprise-wide, it requires corporate capabilities such as governance, methods, information technology, culture, people, and strategic alignment. As such, BPM is considered an integrated management approach, which is characterized by a process-focused view of the organization, mainly focusing on the dynamics of value creation by people using technology in business tasks. While the origins of BPM go back to application areas such as production and logistics, where processes are comparably well structured, BPM today is increasingly applied in all sorts of business areas including less wellstructured areas - such as knowledge-intensive and collaborative ones. Early contributions of BPM were oriented towards efficiency gains through concepts such as automation and standardization. Disciplines such as workflow management, quality management and operations management contributed to BPM. Today, BPM has also shown its potential to innovate processes as well as services and entire business models, drawing from and contributing strongly to innovation management. Purposes and Objectives We recommend teaching an introductory course to BPM based on the International Handbook on Business Process Management (www.bpm-handbook.com). The Handbook provides introductions to BPM by some of the world s most influential thought leaders, such as Michael Hammer, Tom Davenport, Paul Harmon, and Geary Rummler. It then introduces the six core elements of BPM, namely strategic alignment, governance, methods, information technology, people and culture. For each element, chapters are provided by leading experts of the field, as well as case studies from international companies, such as Hilti and SAP. One benefit of the course is that participants are provided with a variety of international views on BPM, all integrated in the one handbook that serves as a textbook for the participants. Plus: the six elements of BPM 1/7

2 provide a valuable framework for all participants to put into context more specialized contributions of other courses, such as process modeling, process mining, or process-aware information systems. Structure 1. INTRODUCTION The past 20 years have brought increasing interest to the domain of Business Process Management (BPM) by an ever-growing community of managers, end users, analysts, consultants, vendors, and academics. This growing interest is visible in a substantial body of knowledge, an expanding scope, and a plethora of methodologies, tools, and techniques. While the demand for BPM increases and BPM capabilities mature, the challenge to provide concise and widely accepted definitions, taxonomies, and overall frameworks for BPM has grown. This section provides an introduction to BPM. Based on contributions by world leading experts from the field, it explains the concept of BPM and its power to improve and innovate organizations. It also introduces a framework that consists of the six core elements of BPM, providing a coherent structure for the following sections of the course. After the unit participants are able to - Share the fascination for BPM - Demonstrate the innovative and transformative power of BPM - Provide a conceptualization of BPM - Outline the timeline and development of BPM - Introduce the six core elements of BPM - Hammer, M. (2015), What is Business Process Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Harmon, P. (2015), The Scope and Evolution of Business Process Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Rosemann, M., vom Brocke, J. (2015), The Six Core Elements of Business Process Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp vom Brocke, J., Rosemann, M. (2014), Business Process Management (2014), in: Wiley Encyclopedia of Management, 3rd Edition, Volume: Management Information Systems, METHODS In the tradition of BPM, the design of methods, tools, and process modeling methodologies has attracted a substantial amount of interest in the BPM community. This section covers the comprehensive set of rules and guidelines on how to proceed in the various stages of BPM, methods that often form the most tangible knowledge asset in BPM. Because of the plethora of methods as well as their concurrent further development, the course intends to give an overview of such methods, while other courses detail knowledge in specific areas. This section provides an introduction to the role of modeling methods in BPM. Emphasis is put on the danger of over-emphasizing modeling efforts, as well as on the role of modeling as a socio-technical process. 2/7

3 Alternative modeling techniques are introduced, including the design of frameworks as high-level conceptualizations of processes landscapes. The Business Process Modeling Notation is introduced as a quasistandard for modeling, as well as an example for semi-structured modeling languages in more general terms. Six Sigma is presented as a common approach to discover opportunities for process improvement. - Explain the role of Modeling Methods in BPM - Explain the danger of overemphasizing modeling efforts - Understand Modeling as a socio-technical process - Outline alternative modeling techniques - Explain the value of process frameworks - Create an individual process framework - Design Process Models in the BPMN - Explain Six Sigma and other techniques how to discover process improvement - Understand contextual factors and their influence on BPM - Aagesen, G., Krogstie, J. (2015), BPMN 2.0 for Modeling Business Processes, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Conger, S. (2015), Six Sigma and Business Process Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Reijers, H. A., et al. (2015), Business Process Quality Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Dumas, M., et al. (2015), H., Fundamentals of Business Process Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin INFORMATION TECHNOLOGY Information technology s (IT) support for business processes has been a topic of interest since office automation and the related vision of a paperless office emerged approximately 40 years ago. IT has played such an important role in many BPM initiatives that some members of the wider BPM community believe that process automation equals BPM. However, in alignment with the comprehensive BPM understanding that underlies this handbook, we contend that there is much more to BPM than the automated execution of processes. That said, IT has been and will continue to be a main enabler for progression and innovation in the BPM discipline. In this regard, IT today supports not only the process automation but also a great variety of tasks far beyond process execution. This section gives an overview of the role of IT in BPM, and introduces essential technologies in more detail, such as Workflow Management Systems, Social Media and In-Memory Technology. A real-life case demonstrates that the value delivered by IT evolves through process redesign and process innovation in specific use contexts relevant to organizations. - Explain the role of Information Technology in BPM - Give an overview of relevant types of IT for BPM - Explain the essentials of Workflow Management Systems 3/7

4 - Outline the potential of Social Media for BPM - Outline the potentials of In-Memory Technology for BPM - Sidorova, A., et al. (2015), The Role of Information Technology in Business Process Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Plattner, H., Krüger, J. (2015), In-Memory Data Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, Kemsley, S. (2015), Business Process Management and the Social Enterprise, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp Ouyang, C. et al. (2015), Workflow Management, in: Handbook on Business Process Management: Introduction, Methods and Information Systems, Berlin 2015, pp vom Brocke, J., et al. (2014), How In-Memory Technology Can Create Business Value: Insights from the Hilti Case. Communications of the Association for Information Systems (CAIS), 34(1), STRATEGIC ALIGNMENT BPM must be aligned with the organizational strategy in order to ensure BPM s relevance and contribution to the corporate long-term priorities. Strategic alignment is not necessarily a unidirectional undertaking in the sense that a BPM strategy must be oriented towards the corporate strategy; successful BPM can also shape a corporate strategy when innovative process designs or improved process performance provide an opportunity for BPM to be a competitive differentiator. In addition, BPM has proven to be a powerful means by which to innovate business models in a great number of cases, such as through the creative appropriation of IT. This section provides an introduction to the concept of strategic alignment. It offers a conceptual basis for value-oriented BPM, and gives the criteria necessary for the evaluation of process performance. It also introduces methods for both the evaluation of running processes and the profitability assessment of process redesign initiatives A real-life case demonstrates how to prioritize BPM initiatives. After the unit participants are able to - Explain the importance of strategic alignment for BPM - Know the concept of strategic alignment and related terminology - Understand value concepts related to BPM - Know the criteria necessary for the evaluation of process performance - Calculate the return of process transformation - Define performance measures for processes - Outline strategies how to gain support for process transformation - Luftman, J. (2015), Strategic Alignment Maturity, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Burlton, Roger T. (2015), Delivering Business Strategy Through Process Management, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp vom Brocke, J., Sonnenberg C. (2015), Value-Orientation in Business Process Management,, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp /7

5 - Leyer, Michael et al. (2015), Process Performance Measurement,, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp GOVERNANCE The often-dominant focus on the managerial challenges of process-related initiatives must be embedded in guiding principles that clearly define the roles and responsibilities in decision making for BPM on both the program level and the project management level that is, BPM governance. BPM governance addresses questions like who is responsible for which process, what decision rights rest with a process owner, what reporting structures in an organization can increase process orientation, what incentives can facilitate an efficient performance of processes, and what responsibilities are assigned to a central BPM Center of Excellence. This section provides an introduction to the role of governance in BPM. It describes different coordination mechanisms from organization science, and contrasts the process-oriented coordination with the resourceoriented coordination. Organizational roles related to the management of processes are introduced, and the role of a BPM center of excellence is described. A real-life case reports on the endeavor of building a global process management system, and a discussion of this case elicits both successful practices as well as ideas for further improvement. - Explain the importance of process governance - Explain different coordination mechanisms in organizations - Differentiate between process and resource efficiency - Define different roles in process management - Outline the functions of a process management center of excellence - Evaluate a real-life situation according to its governance considerations - Markus, L. M. et al. (2015), The Governance of Business Processes, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Spanyi, A. (2015), The Governance of Business Process Management, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Rosemann, M. (2015), The Service Portfolio of a BPM Center of Excellence, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Stefan Novotny and Nicholas Rohmann (2015), Towards a Global Process Management System. The Thyssen-Krupp Presta Case, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp PEOPLE Changing processes in an organization eventually means changing the way people are supposed to perform their work, ultimately resulting in a change of behavior. In this regard, a close alignment of BPM with skill development and knowledge management is essential for BPM success. 5/7

6 This section introduces the role of skill management in BPM. It describes foundations from human resource management to provide a suitable terminology for competence development. It provides a characterization of the specific skill set of a BPM professional, and discusses strategies on how to develop related skills in an organization. The case study on training BPM communication skills in an intercultural setting illustrates challenges and potential solutions for practice. - Explain the role of skill development in BPM - Explain relevant concepts related to skill development from human resource management - Explain the skill-set of a BPM Professional - Plan skill development strategies for BPM - Kokkonen, A., Bandara, W. (2015), Expertise in Business Process Management, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Antonucci, Y. L. (2015), Business Process Management Curriculum, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Karagiannis, D. Woitsch, R. (2015), Knowledge Engineering in Business Process Management, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, Müller, O. et al. (2014), Toward a Typology of Business Process Management Professionals: Identifying Patterns of Competence through Latent Semantic Analysis. Enterprise Information Systems. - Bergener, K., et al. (2012), On the importance of agile communication skills in BPM education: Design principles for international seminars. Knowledge Management - E-Learning: An International Journal, 4(4), CULTURE There is a consensus among practitioners and academics that culture is a critical factor in determining the success or failure of BPM initiatives. Yet, culture is a topic that seems difficult to grasp and manage. This may be the reason for the overall lack of guidance on how to address this topic in practice. This section introduces the role of culture in BPM. It describes the fundamentals of the concept of culture, and presents a framework explaining the role of culture in BPM. It also presents values that compose a BPM culture, and outlines measurement techniques for examining the supportiveness of organizational cultures for BPM. A real-life case is presented, based on which the role of culture can be discussed in a global effort of standardizing processes and data. - Explain the role of culture in BPM - Explain the concept of culture and related terms from cultural studies - Outline a the BPM culture model to further develop culture - Explain cultural values that are supportive for BPM - Use a Measurement approach to assess the cultural fitness of an organization for BPM - Discuss the role of culture in real-life BPM cases 6/7

7 - Schmiedel, T. et al. (2015), Culture in Business Process Management: How Cultural Values Determine BPM Success, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp vom Brocke, J. et al. (2015), How Organizational Culture Facilitates a Global BPM Project: The Case of Hilti, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp , INTEGRATION Successful BPM requires a systematic development of all six capability areas of BPM in an organization. In order to do so, the diverse contexts of BPM initiatives need to be taken into account, since any one-size-fits-all solution is likely to fail. This section focuses on the integration of capabilities on strategic alignment, governance, methods, IT, people and culture. Cases from real-life BPM projects are discussed to apply the knowledge and to further learn about analyzing and developing the capabilities towards specific contextual factors and strategic directives. In an effort to transfer the knowledge gained in the earlier sections, it also discusses how to derive a set of principles of Good BPM, that may serve as an orientation when embarking on BPM initiatives. - Explain the importance of integrating all six elements of BPM - Analyze different case situation against the background of the six elements of BPM - Identify principles of good BPM based on the knowledge from the previous sections - Peterken, H., Bandara, W. (2015), Business Process Management in International Humanitarian Aid, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp de Bruin, T., Doebeli, G. (2015), Business Process Management at an Australian Transport Provider, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp Fettke, P. et al. (2015), Business Process Maturity in Public Administrations, in: Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture, Berlin 2015, pp vom Brocke, J., et al. (2014), Ten Principles of Good Business Process Management. Business Process Management Journal (BPMJ), 20(4), Zelt, S., et al. (2014), Benchmarking cultural fitness for Business Process Management: On the need for a consideration of the nature of processes. 360 Business Transformation Journal, 12 (Dec 2014), Recommended Citation vom Brocke, J., Rosemann, M. (2015), Business Process Management, In: Association for Information Systems. Reference Syllabi, Ed.: J. vom Brocke, Eduglopedia.org, Available at: 7/7

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