Jan vom Brocke - Business Process Management Cases: Digital Innovation and Business Transformation in Practice

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Springer International Publishing AG 2018

Jan vom Brocke and Jan Mendling (eds.) Business Process Management Cases Management for Professionals

Frameworks for Business Process Management: A Taxonomy for Business Process Management Cases

Jan vom Brocke 1

(1)

University of Liechtenstein, Vaduz, Liechtenstein

(2)

Wirtschaftsuniversitt Wien, Vienna, Austria

Jan vom Brocke (Corresponding author)

Email:

Jan Mendling

Email:

Abstract

While the body of knowledge on business process management has matured during the past decades (Dumas et al., Fundamentals of business process management. Berlin: Springer, 2013; vom Brocke and Rosemann, Handbook on business process management. Berlin: Springer, 2015), few real-world cases are available that provide practical experiences from BPM projects. This book presents a diverse set of 31 real-world BPM cases, all reported using a unified schema so the knowledge contained in these cases can be accessed readily.

Jan vom Brocke

is head of the BPM group in Liechtenstein. He is Professor of Information Systems, the Hilti Endowed Chair of Business Process Management, Director of the Institute of Information Systems, Director of the Ph.D. Program in Information and Process Management, and Vice President Research and Innovation at the University of Liechtenstein. Jan has conducted over 300 studies in the area of IT and BPM, published in renowned outlets, including MIT Sloan Management Review, MIS Quarterly (MISQ), Journal of Management Information Systems (JMIS), European Journal of Information Systems (EJIS), Information Systems Journal (ISJ), and Business Process Management Journal (BPMJ). He has authored and edited over 30 books, including the International Handbook on Business Process Management, BPM: Driving Innovation in a Digital World and Green BPM: Towards the Sustainable Enterprise. Jan is an invited speaker and trusted advisor on BPM serving many organizations around the world.

Jan Mendling

is a Full Professor with the Institute for Information Business at Wirtschaftsuniversitt Wien (WU Vienna), Austria. His research areas include Business Process Management, Conceptual Modelling and Enterprise Systems. He has published more than 300 research papers and articles, among others in ACM Transactions on Software Engineering and Methodology, IEEE Transaction on Software Engineering, Information Systems, Data and Knowledge Engineering, and Decision Support Systems. He is member of the editorial board of seven international journals, board member of the Austrian society for process management ( http://www.prozesse.at ), one of the founders of the Berlin BPM Community of Practice ( http://www.bpmb.de ), organizer of several academic events on process management, and member of the IEEE Task Force on Process Mining. His Ph.D. thesis has won the Heinz-Zemanek-Award of the Austrian Computer Society and the German Targion-Award for dissertations in the area of strategic information management.

What Is Business Process Management?

While early contributions to the field of business process management (BPM) focused on the (re-)design of single processes, contemporary research calls for a more holistic view of the management of organizational processes. To that end, BPM uses an integrated set of corporate capabilities, including strategic alignment, governance, methods, technology, people, and culture, to analyze, design, implement, continuously improve, and disruptively innovate organizational processes (vom Brocke and Rosemann ).

BPMs roots in early studies of organizational design (e.g., Taylor ) then developed into the broader discipline of industrial engineering and has since remained focused on the analysis of operational activities in the dominant manufacturing sector. An increase in the significance of services, the growing importance of information technology for the design of processes, and the overall recognition that processes are a critical corporate asset have elevated this domain into a discipline.

According to Hammer (), the genesis of BPM as a management discipline is characterized by two developmental paths: process improvement and process development.

• Process Improvement : Earlier studies in the field focused on analyzing existing business processes in pursuit of continuous or incremental process improvement. Examples of developments on this path are Total Quality Management (Juran ) studies on statistical process control provided basic principles by conducting systematic analyses of processes using both quantitative and qualitative criteria.
• Process Reengineering : Hammer and Champy ().

BPM has emerged as a consolidation of disciplines that leverage process orientation to increase performance. Today, BPM has evolved into a widely deployed and comprehensively studied discipline. Universities have increasingly integrated BPM capabilities into both management and information systems education (vom Brocke ), responding to the strong demand of BPM experts in practice to appropriate contemporary technology in order to foster value creation in all sectors, including production, banking, retail, health, government, entrepreneurship, and others.

In course of this development, BPM has matured as an academic and professional discipline. Textbooks (Dumas et al. ).

How to Structure Business Process Management

This book uses well-established BPM frameworks to characterize the cases it presents based on a shared language. We use the BPM Six Core Elements Model (Rosemann and vom Brocke ).

2.1 The BPM Six Core Elements Model

The BPM Six Core Elements Model describes organizational capability areas that are relevant to BPM. The model helps decision makers to classify the actions an organization undertakes in conducting BPM by conceptualizing six BPM capability areas: strategic alignment, governance, methods, IT, people, and culture. This model expands BPM from a technical concept to a holistic management discipline (Fig. ).

Fig. 1

Six BPM core elements (Rosemann and vom Brocke )

• Strategic Alignment : BPM contributes to the organizations superordinate, strategic goals. Related capabilities include the assessment of processes and process management initiatives according to their fit with the overall corporate strategy.
• Governance : BPM must be implemented in the organizational structure. Related capabilities include the assignment of BPM-related tasks to stakeholders and applying specific principles and rules to define the required responsibilities and controls along the entire business-process lifecycle.
• Methods : BPM must be supported by methods for process design, analysis, implementation, execution, and monitoring. Related capabilities include selecting the appropriate BPM methods, tools, and techniques and adapting and combining them according to the organizations requirements.
• Information Technology : BPM must use technology, particularly process-aware information systems (PAIS), as the basis for process design and implementation. Related capabilities include the ability to select, implement, and use relevant PAIS solutions that covering, for example, workflow management, adaptive case management, or process-mining solutions.

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