Managing business processes has always been key to management science and practice. Today, driven by pervasive digitalization, capabilities of analyzing, improving and innovating business processes are of ever higher importance than ever before. They are subject to everyday business and for many organizations they are vital for succeeding in competitive markets. Innovative technology, such as blockchain, data analytics, artificial intelligence and Internet of Things (IoT), in specific, drive both speed and extent of market change. Modern business process management (BPM) does not only focus on processes inside an organization, but increasingly focusses on creating and managing processes in emerging ecosystems of co-innovating organizations.

Against this backdrop, this lecture provides a theoretically sound and practically relevant introduction to Business Process Management (BPM). In a nutshell, BPM concerns the development of capabilities to plan, design and manage work in organizations. While early contributions to BPM have primarily focused on modeling processes, contemporary BPM – as thought in this class – focuses on the development of organizational capabilities to empowering enterprises to compete in excellence and innovation. Contemporary BPM enables organization to continuously reflect their business processes, and evaluate them in light of dynamically changing markets and technology. It provides means for managers to systematically analyze and engineer as well as to successfully transform processes.

The course applies a well-established Six Elements Framework for BPM, comprising of capabilities in: Strategic Alignment, Governance, Methods, IT, People und Culture. Each capability area will be introduced in detail and cases will be discussed to how organizations develop capabilities across all six capability areas. The framework also provides the structure for two seminal BPM books we use in class: the BPM Handbook and the BPM Cases Book. That way, students will be provided a well thought through structure that is used throughout class as well in the reading material.
 

To attend the course / exercise, registration via e-learning platform OLAT is required. Registration is possible from 3 to 28 February 2020. The students themselves are responsible for checking the creditability of the course to their course of study.

Direct link to OLAT course:
https://lms.uzh.ch/url/RepositoryEntry/16703095044

Further literatur:
Further articles on selected topics will be provided by the lecturer during the course if required.

• Badakhshan, P., Conboy, K., Grisold, T., & vom Brocke, J. (in press). Agile Business Process Management - A Literature Review and an Integrated Framework. Business Process Management Journal.
• Müller, O., Schmiedel, T., Gorbacheva, E., & vom Brocke, J. (2014). Toward a Typology of Business Process Management Professionals: Identifying Patterns of Competence through Latent Semantic Analysis. Enterprise Information Systems, 10(1), 50-80.
• Schmiedel, T., Recker, J., & vom Brocke, J. (in press). The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies. Information & Management (I&M).
• vom Brocke, J., & Sinnl, T. (2011). Culture in business process management. A literature review. Business Process Management Journal (BPMJ), 17(2), 357-377.
• vom Brocke, J., Schmiedel, T., Recker, J., Trkman, P., Mertens, W., & Viaene, S. (2014). Ten Principles of Good Business Process Management. Business Process Management Journal (BPMJ), 20(4), 530-548. vom Brocke, J., Recker, J., & Mendling, J. (2010). Value-oriented Process Modeling: Integrating Financial Perspectives into Business Process Re-design. Business Process Management Journal (BPMJ), 16(2), 333-356.
• vom Brocke, J., Zelt, S., & Schmiedel, T. (2016). On the Role of Context in Business Process Management. International Journal of Information Management, 36(3), 486-495.
• Zelt, S., Recker, J., Schmiedel, T., & vom Brocke, J. (2019). A Theory of Contingent Business Process Management. Business Process Management Journal, 25(6), 1291-1316.