How To Get A Degree In Business Process Management

Transcription

1 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 1 Catalogue of Modules Master Course in Business Informatics - Information Process Management Index of contents: 1 Process Management Modelling and Analysis of Processes Management of Co-operative Processes Business Process Management Information Engineering Advanced Software-Engineering Theory of Informatics Security Management Management Corporate Governance Law Value-based IT Management Information processes in practice Implementation of Processes Project 1 and Elective Modules Elective Module 1 - E-Learning Elective Module 2 Implementation and Evaluation of Selected Web-based Systems Elective Module 3 - Data Warehousing Elective Module 4 - Customer Relationship Management Elective Module 5 - Change Management Elective Module 6 - Special Programming Techniques Elective Module 7 - Knowledge Management Elective Module 7 - Social Software and Web General Modules Master Thesis and Master-Seminar Master- Colloquium... 31

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3 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 3 1 Process Management 1.1 Modelling and Analysis of Processes Modelling and Analysis of Processes Provide new knowledge and deeper understanding of modelling and analysis of multidimensional, spatially discrete and time-continuous processes for modelling of business processes and cooperation processes Get state of the art knowledge and skills for the use of appropriate software. Knowledge for process modelling and analysis acquired in the Bachelor courses will be refreshed, updated and extended by complex models and procedures. Essential contents will be: Basic description methods for spatially discrete and concurrent processes (Finite state machines, Petri nets, Markov chains) Object-oriented methods for process modelling Contemporary modelling languages for business and cooperation processes (eepcs, BPML, BPEL, etc.) Overview of standards and software for business process modelling Analysis and evaluation of business processes using standards and software (WfMC reference model, Adonis, ARIS, SemTalk etc.) Deeper application of at least one of these tools at hand of practical examples. Compulsory 1. 6 (Workload: 180 hours = 65 h contact hours and 115 h self study) Prof. Dr. Dietmar Wikarski Prof. Dr. Dietmar Wikarski, Prof. Dr. Andreas Johannsen, Prof. Dr. Robert Franz F. Bause, P.S. Kritzinger: Stochastic Petri Nets, Vieweg, 2002 H. Krallmann u.a.: Systemanalyse im Unternehmen, Oldenbourg-Verlag Bernd Oestereich u.a.: Objektorientierte Geschäftsprozessmodellierung mit der UML, dpunkt-verlag W. Reisig: Einführung in Petrinetze, Springer A. W. Scheer: ARIS, Springer J. Staud: Geschäftsprozessanalyse, Springer-Verlag G. Vossen, J. Becker (Hrsg.): Geschäftsprozessmodellierung und Workflow-Management, Intl. Thomsen Publishing Lectures, exercises Exercise certificate, written examination, graded

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5 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Management of Co-operative Processes Management of Co-operative Processes Acquisition of knowledge and abilities for the management of co-operative processes in learning, administration, knowledge work and production and for classification, evaluation and qualified use of appropriated software Introduction and definition of classes of co-operative systems, CSCW, workflow management, document management. Characteristics of co-operative processes Social aspects of co-operative processes: Theories of groups and of communication, Application of tools for co-operative project management (e.g. BSCW, MS Sharepoint Portal Server, Solution Manager, etc.), Investigation of process oriented aspects of E-Learning, E-Government and E-Commerce Compulsory 2. 6 (Workload: 180 hours = 65 h contact hours and 115 h home study) Prof. Dr. Dietmar Wikarski Prof. Dr. Dietmar Wikarski, Prof. Dr. Werner Beuschel, Prof. Dr. Andreas Johannsen Modelling und Analysis of Processes Borghoff, Schlichter: Rechnergestützte Gruppenarbeit, Springer Schwabe, Streitz, Unland (Hrsg.): CSCW-Kompendium, Springer Lectures, self-study and presentations, projects in small groups Presentation (30 Minutes), Live presentation of projects and tools, homework

6 6 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 1.3 Business Process Management Business Process Management Students will get detailed knowledge about the support of IT in business process area especially by using concepts of modern ERP systems ERP architectures (e.g. client-server, SOA) Implementation, Support and Maintenance of complex system landscapes Enterprise Application Integration (EAI) Interfaces and standards (i.e. BAPI, RFC, EDI/IDoc, XML) Customizing of functions and processes in an ERP environment Administration of runtime system Automatisation of business processes with Workflow- Management-Systems (Business Objects, Methods, Reporting) Portal technology Documents in business processes: Archiving and electronically processing Compulsory 2. 5 (Workload: 150 hours = 65 h contact hours and 85 h selfstudy) Prof. Dr. Robert Franz Prof. Dr. Robert Franz, Prof. Dr. Andreas Johannsen, Prof. Dr. Michael Höding Module Modelling and Analysis of Processes Literature list will be presented in the first session. Lectures and exercises in computer lab Graded project paper and oral examination or written examination at the end of the course, 90 minutes, graded Guest speakers, field trips to enterprises

7 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 7 2 Information Engineering 2.1 Advanced Software-Engineering Advanced Software-Engineering While the respective bachelor module (Software-Engineering and Project management) puts emphasis on knowledge and capabilities to develop complex software systems, students will learn professional approaches along the complete software life cycle, e.g. to provide and to maintain software systems in corporations. The focus of this module is the management of the complete portfolio of corporate application software solutions in all their phases (planning, provision, maintenance, and discontinuation), as well as their basic software architectures and technologies. Furthermore, the relation of technology with organisational issues (objectives, processes etc.) by deploying the object oriented and process oriented paradigms will be covered. 1. Provision of application systems a) Software-development (Individual development) -- Phase concepts of system development --- Planning, --- Definition, --- Design --- Implementation --- Acceptance and golive, --- Maintenance -- Prototyping and Agile Methods of Software development b) Roll-out planning for Standard software -- Selection of Standard software -- Process oriented introduction of Standard software 2. Software-Management a) Programme Management b) Portfolio management of application systems in organisations c) Configuration management d) Web-Technologies (XML, JSP, etc.) e) Distribution and Component orientation 3. Software Quality management a) Quality approaches (ISO 9000 Part 3, and others) b) Risk management in the area of software 4. Corporate modelling a) OOA b) OOD c) UML Compulsory 1. 6 (Workload: 180 hours = 65 h contact hours and 115 h selfstudy) Prof. Dr. Andreas Johannsen Prof. Dr. Andreas Johannsen, Prof. Dr. Michael Höding, Prof.

8 8 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Dr. Friedrich Holl Software engineering and project management module in Bachelor study Boehm, B.W.: A spiral model of software development and enhancement. In: Computer, S , Mai Balzert, H.: Software-Technologie, Bd. 2, Berlin et al., Coad, P.; Yourdan, E.: Objektorientierte Analyse, Englewood Cliffs, Coad, P.; Yourdan, E.: Objektorientiertes Design, Englewood Cliffs, Booch, G.; Rumbaugh, J.; Jacobson, I.: The Unified Modeling Language User Guide. Boston, MA, Addison Wesley, Picot, A.; Maier, A.: Ansätze der Informationsmodellierung: Ihre betriebswirtschaftliche Bedeutung. In: Zeitschrift für betriebswirtschaftliche Forschung, 46. Jg., S. 107ff., Scheer, A.-W.: Architektur integrierter Informationssysteme, Berlin u.a., Beck, K.: Extreme Programming Das Manifest, München, Addison-Wesley, Bruegge, B.; Dutoit, A.H.: Object-Oriented Software Engineering: Using UML, Patterns and Java, 2. Aufl., Upper Saddle River, NJ, Prentice Hall, Lectures with several media (beamer, and overhead projector), Exercises with PCs in small groups (maximal 10 students) Three graded tests, executed in the exercise sessions (30 minutes resp.) Invited talks from company speakers on object oriented Software-Management.

9 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Theory of Informatics Theory of Informatics To create an understanding for the necessity of theoretical foundations in a Master curriculum of informatics. Knowledge of basic terms. Capability for a critical assessment of underlying theoretical assumptions in papers. Capability to apply theoretical questions to research outlines. Definitions, theory development and paradigm changes, important theories, theories in computer science and their limitations, role of external references, interdisciplinary, state-of-the art in Business Informatics. Compulsory 1. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Werner Beuschel Prof. Dr. Werner Beuschel, Prof. Dr. Michael Höding, Prof. Dr. Friedrich Holl BA Coy et al.: Theorien der Informatik Lehner: Theorie der Wirtschaftsinformatik Research papers Lecture and discussion, Q and A, exercises Exercises, not graded as prerequisites. Final exam: discuss and outline a research framework for a given topic (90 min, graded). /English Online-research

10 10 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 2.3 Security Management Security Management NN NN Compulsory 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Sachar Paulus Prof. Dr. Sachar Paulus, Prof. Dr. Friedrich Holl Klaus-Rainer Müller: Handbuch Unternehmenssicherheit, Vieweg, Wiesbaden, 2005 Lectures with several media (beamer, and overhead projector), business games and presentations. Presentation and paper, presentation of Business Case Proposals, 20 min, discussion and written paper.

11 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 11 3 Management 3.1 Corporate Governance Corporate Governance Students will use their basic knowledge in Business Administration and have to solve complex challenges in doing advanced business decisions. Goals of Corporate Governance (Development of strategies, code of conduct, business objectives, corporate culture, staff management) Ethical aspects of management (Anti-corruption strategies etc.) Risk management Crisis management (Theories, Detection and identification of a crisis, legal aspects) Conflict management (Diagnosis, typesof conlficts, strategies of conflict handling, de-escalation strategies) Compulsory 1. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Robert Franz Prof. Dr. Jürgen Schwill, Prof. Dr. Robert Franz Bamberger, I.; Wrona, T.: Strategische Unternehmensführung, München 2004 Dillerup, R.; Stoi, R.: Unternehmensführung, München 2006 Hinterhuber, H. H.; Matzler, K. (Hrsg.): Kundenorientierte Unternehmensführung. Kundenorientierung, Kundenzufriedenheit, Kundenbindung, 5. Aufl., Wiesbaden 2006 Hungenberg, H.; Wulf, T.: Grundlagen der Unternehmensführung, 2. Aufl., Berlin 2006 Macharzina, K.; Wolf, J.: Unternehmensführung. Das internationale Managementwissen. Konzepte, Methoden, Praxis, 5. Aufl., Wiesbaden 2005 Meier, H.: Unternehmensführung. Aufgaben und Techniken betrieblichen Managements. Unternehmenspolitik und Strategische Planung. Unternehmensplanung und Organisation. Human Resources Management, 3. Aufl., Herne, Berlin 2006 Specht, O.; Schweer, H.; Ceyp, M.: Unternehmensführung für Ingenieure + Informatiker, 6. Aufl., München 2005 Hutzschenreuter, T; Griess-Nega, T.: Krisenmanagement. Grundlagen - Strategien Instrumente, Gabler, München, Glasl, F.: Konfliktmanagement. Ein Handbuch für Führungskräfte, Beraterinnen und Berater, Verlag Freies Geistesleben, Stuttgart, Auflage: 8., erw. Aufl

12 12 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Self study, Case studies, exercises, business games, presentations Written examination at the end of the course, 90 minutes, marked or graded project paper Guest speakers, case studies

13 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Law Law Development of a generalist methodological understanding of constitutional basic principles, the law governing media and telecommunications, aspects of civil media law, knowledge of the legal basis of media and telecommunications, knowledge of liability claims and claims for injunction and the application of these. Acquisition of a comprehensive understanding of different aspects of IT law including media business law, competition law, copyright and trademark law, protection of minors and criminal law in regard to the media. Demarcation of the media and European and international media regulations Constitutional basic principles Moral rights and IPR in regard to the media Basic principles of accountability/liability There will be a special focus on legal aspects of media business law, in particular considering copyright and trademark law. Compulsory 2. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Michaela Schröter Prof. Dr. Michaela Schröter, Prof. Dr. Peter Macke Acts/ basic literature: Telekommunikations- und Mutimediarecht (aktuellste Ausgabe), Beck-Texte im dtv Fechner, Medienrecht, Mohr Siebeck Verlag, 2005 Petersen, Medienrecht, Verlag C. H. Beck, 2003 Eberle, Rudolf, Wasserburg, Mainzer Rechtshandbuch der Neuen Medien, C.F. Müller Verlag 2003 As far as possible the most important content will be prepared by the students in self-study with support from the lecturer. This knowledge will be consolidated in interactive and seminar-based dialogue and developed further in discussions of case studies, requiring students to identify, understand and apply concrete legal norms. Graded report during the semester and graded term paper to be submitted at the end of the semester Contacts to companies in the media and IT sectors and to the judiciary/brandenburg Higher Regional Court

14 14 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 3.3 Value-based IT Management Value-based IT Management Acquire knowledge and competencies in the area of measuring and controlling of the value contribution of the IT function of a firm The module offers a detailed treatment of the area of managing the value contribution of IT within a company. The following topics will be treated: Significance of value based IT Management (empirical findings of IT and productivity, shareholder value, return on investment, as well as other results) Methods of value based IT Management (Business Cases, ROI- calculations), Geschäftswertbeitrags- Rechnungen, EVA) Approaches of value based IT Management (BSC- Management, IT-Controlling) Tools for value based IT Management (KPIs, Benchmarking, value trees, ITIL) Application areas of value based IT Management (IT- Project management, IT-Architecture management, management of application systems, IT-Service management) Detailed support tool for value based IT-Management: The Product BW/SEM of the SAP AG Trends of value based IT Management With the aid of case studies from managerial practice, some instruments of value based it management such as business cases, benchmarking, value trees, and balanced scorecard systems will be applied. Compulsory 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Andreas Johannsen Prof. Dr. Andreas Johannsen Price Waterhouse: Shareholder Value und Corporate Governance: Bedeutung im Wettbewerb um institutionelles Kapital. Frankfurt Pfaff, D. (1998): Wertorientierte Unternehmenssteuerung, Investitionsentscheidungen und Anreizprobleme. In: Betriebswirtschaftliche Forschung und Praxis, 5/1998, S Wertorientierte Unternehmensführung: Perpektiven und Handlungsfelder für die Wertsteigerung von Unternehmen, hrsg. von M. Bruhn, M. Lusti, W.R. Müller, H. Schierenbeck und T. Studer, Wiesbaden Schmidt, R.H./Terberger, E. (1997), Grundzüge der Investitions- und Finanzierungstheorie, 4. Aufl., Wiesbaden Zerdick, A.; Picot, A.; Schrape, K. et al.: E-Conomics, Strategies for the Digital Marketplace, Springer, Berlin,

15 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Weaver, Samuel C.; Weston, J. Fred: A Unifying Theory of Value Based Management, UCLA, research paper, No. 4-03, Kaplan, R.S./Norton, D.P. (1996): The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press Rohm, Howard: Improve Public Sector Results With A Balanced Scorecard: Nine Steps To Success, U.S. Foundation for Performance Measurement, Boulton, Richard E.S.; Libert, Barry, D.; Samek, Steve M.: Cracking the Value Code; How successful businesses are creating wealth in the new economy, Harper Business, Steinmann, H. (1978): Die Betriebswirtschaftslehre als normative Handlungswissenschaft. In: Betriebswirtschaftslehre als normative Handlungswissenschaft, hrsg. v. H. Steinmann, Band 9 der Schriftenreihe der Zeitschrift für Betriebswirtschaft, Wiesbaden 1978, S Laux, H. (1998): Risikoteilung, Anreiz und Kapitalmarkt. Berlin et al. 1998, S Laux, H. (1999): Marktwertmaximierung und CAPM im Einund Mehrperioden-Fall, in: Unternehmensführung, Ethik und Umwelt, Festschrift zum 65. Geburtstag von Hartmut Kreikebaum, hrsg. von G.-R. Wagner, Wiesbaden 1999, S Bruhn, M./Lusti, M./Müller, W.R./Schierenbeck, H./Studer, T. (Hrsg.) (1998): Wertorientierte Unternehmensführung: Perpektiven und Handlungsfelder für die Wertsteigerung von Unternehmen, Wiesbaden Dreher, F. / Mahrenholz. O.: IT-Controlling als Brücke zwischen CFO und CIO, in: Controller Magazin, Heft 1, S. 81ff, Schenk, Martin: Steuerung mit KPI (Key Performance Indicators), in: Controller Magazin, Heft 6, 588ff, Schöb, Oliver: Effizientes Prozess Performance Measurement mit SAP R/3, in: Controller Magazin, Heft 5, S. 447ff, Lectures, case studies Two graded tests, executed in the exercise sessions (30 minutes resp.) An excursion for getting to know the deployment of the tool SAP BW SEM.

16 16 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 4 Information processes in practice 4.1 Implementation of Processes Autor Implementation of Processes Based on business objectives of a (model) company students should develop a strategy to analyse and model the processes and implement them into an ERP system, so that the IT supports the business goals. 1. Process modelling Business and Process models Process design Process parameter Process reporting and analysis Process definition tools 2. Process implementation Implementation models Project management Tools 3. Special topics: Outsourcing o Task analysis o Tools: RACI-Matrix o Service Level Definitions o Service Level Agreements Process-KPIs and reporting Compulsory 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Robert Franz Prof. Dr. Robert Franz, Prof. Dr. Andreas Johannsen, Prof. Dr. Dietmar Wikarski Modules Modelling and Analysis of Processes and Business Process Management Hand out; current literature i.e. Heinrich, L.: Informationsmanagement, 7. Aufl., München, 2002.; Bongard, S.: Outsourcing-Entscheidungen in der Informationsverarbeitung, Wiesbaden, 1994.) Internetrecherchen and Best Practice cases. Lectures, team work, team coaching, exercises on ERPsystems Project work with oral examination

17 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Project 1 and 2 Project 1 and 2 On the basis of a complex assignment (project), students shall learn the handling of problems/tasks with multiple contexts. Work which may have been begun in the compulsory optional subject possibly can be continued. Aim of the course is to deal with every aspect of a specific practice-oriented question. In addition to the methods mentioned below, which are an essential part of the projects, course contents will depend on the actual practical tasks. Example project: Online Advertising: The Internet has become a major marketing tool for companies and organizations. In addition to its functions for public relations, using the internet for providing an online shop has become a standard for companies in any field. Nevertheless, the effectiveness of an organization s internet presence and online marketing methods depends on many diverse factors such as ranking, quality of presentation, marketing concepts etc. During the project, students will analyze the marketing concept of a company or an organization, check the state of relating technique and develop a new marketing concept, based on the newest available technologies. The new marketing concept of course does not have to exclude traditional marketing tools such as posters, flyers, etc. The marketing concept will be realized prototypically by the students and presented to the company or organization. Problem recognition and definition: Scientific definition of the state of the art Integration into the current practical context General conditions of the adoption Application of various analysis methods, like for instance interviews, questionnaires, Delphi Method, formulation of the document-context relating to the analyzed field etc. Analysis of weaknesses: Comparison of the existing Applications/ conditions with possible developments Target concept: Scientific development of a practice oriented method of resolution Adoption of creative methods Cost-benefit analysis Development of the general conditions of the application / service

18 18 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Prototyping: Development of a software prototype Implementation in the company/organization The entire course will be organized according to the principles of project management. Compulsory 2. and 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Friedrich Holl All lecturers of Business Informatics Depends on project Project work in groups of up to 7 participants, in cooperation with companies/organizations, documentation of results in accordance to scientific methods Project report at the end of the semester which will be presented to and defended before the participating company/organization. High orientation on companies and organizations

19 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 19 5 Elective Modules 5.1 Elective Module 1 - E-Learning Elective Module 1 - E-Learning Catalogue 3 Knowledge of fundamentals, requirements and types of E- Learning E-Learning: Definitions, developments, Application. Technical and pedagogical requirements Elective 1., 2. or 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Werner Beuschel Prof. Dr. Werner Beuschel, Prof. Dr. Andreas Johannsen Arnold, P. et al.: E-Learning Schulmeister: Virtuelle Lernumgebungen Current articles and journals Presentation, discussion, lecture, exercises Exercises, written examination at the end of the course, 90 minutes, graded A high degree of Online-teaching and learning, application of a virtual learning environment

20 20 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 5.2 Elective Module 2 Implementation and Evaluation of Selected Webbased Systems Elective Module 2 Implementation and Evaluation of Selected Web-based Systems Catalogue 1 Capability to evaluate or implement Web-based systems Knowledge of systems, characteristics and requirements Selected Web-based Systems for evaluation or implementation Elective 1., 2. or 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Werner Beuschel Prof. Dr. Werner Beuschel, Prof. Dr. Michael Höding Basics of process modelling Papers from up-to-date research Cooperation in small student groups to solve project tasks Result: graded homework and presentation High share of online-activities, use of virtual learning environments (VLE)

21 Master Course in Business Informatics - Information Process Management: Catalogue of Modules Elective Module 3 - Data Warehousing Elective Module 3 - Data Warehousing Catalogue 2 The course presents an introduction into data warehousing. This area provides the management on nearly all levels with accumulated business information. On the other side data warehouses are a special kind of data base management systems which need a specific approach to set up data warehouses. Fundamentals OLAP vs. OLTP Application Scenarios, Users Multidimensional Data Model and ROLAP Application of Data Warehousing Systems Architecture Example DW with SAP-BW Example: DW with Oracle Data-Warehousing in real World Data cleaning ETL Extraction, Load, Integration Query Processing and Query Optimization Elective module 1., 2. or 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Michael Höding Prof. Dr. Michael Höding, Prof. Dr. Andreas Johannsen Bauer, A.; Günzel, H.: Data-Warhouse-Systeme Architektur, Entwicklung, Anwendung, dpunkt.verlag, Egger, N. et. al: SAP Business Intelligence. Galileo-Press, Hobbs, L. et. al: Oracle Database - 10g Data Warehousing. Butterworth Heinemann, Beamer, Exercises with SAP and Oracle Paper

22 22 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 5.4 Elective Module 4 - Customer Relationship Management Elective Module 4 - Customer Relationship Management Catalogue 2 NN NN Elective 1., 2. or 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Andreas Johannsen Prof. Dr. Andreas Johannsen, Prof. Dr. Robert Franz Andersen, H. / Andreasen, M.D. (1999): The CRM Handbook. From group to multiindividual, Norhaven. Belz, C./ Senn, C. (1995): Richtig umgehen mit Schlüsselkunden, in: Harvard Business Manager, 17. Jg., Nr. 2/1995, S Bruhn, M./Homburg, Chr. (1999), Handbuch Kundenbindungsmanagement, 2. Auflage, Wiesbaden Cornelsen, J. (1996): Kundenwert - Begriff und Bestimmungsfaktoren, Arbeitspapier Nr. 43 des Lehrstuhls für Marketing, Universität Erlangen- Nürnberg, Nürnberg Dowling, G.R/Uncles, M. (1997): Do Customer Loyalty Programms Really Work?, in: Sloan Management Review, Vol. 38, Summer 1997, pp Dubs, P. (1998): Strategisches Kundenmanagement und Retention Marketing im Retail Banking, in: Bernet, B./Held, P.P. (Hrsg.), Relationship Banking: Kundenbeziehungen profitabler gestalten, Wiesbaden 1998, S Dwyer, F.R. (1997): Customer Lifetime Valuation to Support Marketing Decision Making, in: Journal of Direct Marketing, Vol. 11, No. 4, Fall 1997,. Garbarino, E./Johnson, M. (1999): The Different Roles of Satisfaction, Trust, and Commitment in Customer Relationships, in: Journal of Marketing, Vol. 63, April 1999, pp Hansotia, B. J./Wang, P. (1997): Analytical challenges in customer acquisition, in: Journal of Interactive Marketing, Vol. II, No. 2, Spring 1997, pp Hippel, E.v. (1986): Lead Users: A Source of Novel Product Concepts, in: Management Science, Vol. 32, No. 7, July 1986, pp Hoffman, D.L./Novak, T.P. (2000): How to Acquire Customers on the Web, in: Harvard Business Review, Vol. 78, May-June 2000, pp Homburg, Chr./Daum, D. (1997), Marktorientiertes

23 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 23 Kostenmanagement. Kosteneffizienz und Kundennähe verbinden, Frankfurt am Main Homburg, Chr./Sieben, F. (2000), Customer Relationship Management. Strategische Ausrichtung statt ITgetriebenem Aktivismus, Reihe Management Know- How Nr. M 52 des Instituts für Marktorientierte Unternehmensführung an der Universität Mannheim, Mannheim Plinke, W. (1989): Die Geschäftsbeziehung als Investition, in: Specht, G./Silberer, G./Engelhardt, W.H. (Hrsg.), Marketing-Schnittstellen: Herausforderungen für das Management, Stuttgart 1989, S Rudolf-Sipötz, E. (2001): Kundenwert: Konzeption, Determinanten und Management, Dissertation, Universität St. Gallen, Lectures, Case studies Graded presentations of case studies, two graded tests, executed in the exercise sessions (30 minutes resp.) Field trips to enterprises

24 24 Master Course in Business Informatics - Information Process Management: Catalogue of Modules 5.5 Elective Module 5 - Change Management Elective Module 5 - Change Management Catalogue 3 To acquire knowledge and competence in the area of analysis and design of organisational change processes in companies of all sizes. The module offers a detailed treatment of topics around the analysis and tool- and method-based design of change processes on a corporate level. The following topics will be offered: Significance of change management (empirical findings) Approaches of change management Methods and Tools of change management Application areas of change management (change management analysis, change management Strategy development, change management action planning, change management Indicator-Measurement) Examples of IT support of change management By means of case studies from practise, the most important decision fields of change management shall be treated. Elective 1., 2. or 3. 6 (Workload: 180 hours = 65 h contact hours and 115 h self studies) Prof. Dr. Andreas Johannsen Prof. Dr. Andreas Johannsen Fauth-Herkner, A.; Wiebrock, S.: Das Steuern von Veränderungsprozessen, in: Leitfaden Systematisches Beschäftigungsmanagement, Bertelsmann Stiftung, Fauth-Herkner & Partner, Walter A. Oechsler (Hrsg.), Gütersloh, 2001, S Geschka, H.: Innovationsmanagement, in: Management- Enzyklopädie, 2. Aufl., Band 4, Landsberg 1984, S Kühl, D.; Nieder, P.: Warum brauchen Unternehmen ein Veränderungs-Management? In: Betriebswirtschaftliche Forschung und Praxis, 46. Jg., Heft 3, 1994, S Wahren, H.-K. E.: Das lernende Unternehmen: Theorie und Praxis des organisationalen Lernens, de Gruyter, Lectures, case studies Two graded tests, executed in the exercise sessions (30 minutes resp.) An invited speaker from practise for the topic of change management (e.g. head of department Organisational development )