Advertisement

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

  • Jan vom BrockeEmail author
  • Jan Mendling
Chapter
Part of the Management for Professionals book series (MANAGPROF)

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.

References

  1. Alves, C., Jatoba, I., Valença, G., & Fraga, G. (2017). Exploring the influence of organizational culture on BPM success—The experience of the Pernambuco Court of Accounts. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  2. Andrews, R., Suriadi, S., Wynn, M., ter Hofstede, A. H. M., & Rothwell, S. (2017a). Improving patient flows at St. Andrew’s War Memorial Hospital’s emergency department through process mining. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  3. Andrews, R., Wynn, M., ter Hofstede, A. H. M., Xu, J., Horton, K., Taylor, P., & Plunkett-Cole, S. (2017b). Exposing insurance claims processing impediments: Compulsory third party insurance in Queensland. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  4. Bandara, W., Syed, R., Ranathunga, B., & Sampath Kulathilleka, K. B. (2017). People-centric, ICT-enabled process innovations via community, public and private sector partnership, and e-leadership: The case of the Dompe eHospital in Sri Lanka. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  5. Becker, J., Clever, N., Holler, J., & Neumann, M. (2017). Business process management in the manufacturing industry: ERP replacement and ISO 9001 recertification supported by the icebricks method. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  6. Blasini, J., Leist, S., & Merkl, W. (2017). Developing and implementing a process-performance management system—Experiences from S-Y systems technologies Europe GmbH—A global automotive supplier. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  7. Bührig, J., Schoormann, T., & Knackstedt, R. (2017). Business process management in German Institutions of higher education—The case of Jade University of Applied Science. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  8. Cereja, J. R., Santoro, F. M., Gorbacheva, E., & Matzner, M. (2017). Application of the design thinking approach to process redesign at an Insurance Company in Brazil. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  9. Crosby, P. (1979). Quality is free. New York: McGraw-Hill.Google Scholar
  10. Czarnecki, C. (2017). Establishment of a Central Process Governance organization combined with operational process improvements. Insights from a BPM Project at a leading telecommunications operator in the Middle East. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  11. Davenport, T. (1993). Process innovation. Boston, MA: Harvard Business School Press.Google Scholar
  12. Debois, S., Hildebrandt, T., Marquard, M., & Slaats, T. (2017). Hybrid process technologies in the financial sector—The case of BRFkredit. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  13. Deming, W. E. (1986). Out of the crisis. MIT-Press.Google Scholar
  14. Duelli, C., Keller, R., Manderscheid, J., Manntz, A., Röglinger, M., & Schmidt, M. (2017). Enabling flexible laboratory processes—Designing the laboratory information system of the future. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  15. Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. (2013). Fundamentals of business process management. Berlin: Springer.CrossRefGoogle Scholar
  16. Hammer, M. (2010). What is business process management? In J. vom Brocke & M. Rosemann (Eds.), Handbook on business process management: Introduction, methods and information systems (Vol. 1, pp. 3–16). Berlin: Springer.CrossRefGoogle Scholar
  17. Hammer, M., & Champy, J. (1993). Reengineering the corporation. A manifesto for business revolution. New York: Harper Business.Google Scholar
  18. Imai, M. (1986). Kaizen: Der Schlüssel zum Erfolg der Japaner im Wettbewerb. Frankfurt/M.Google Scholar
  19. Imgrund, F., Janiesch, C., & Rosenkranz, C. (2017). “Simply modeling”—BPM for everybody—Recommendations from the viral adoption of BPM at 1&1. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  20. Juran, J. M. (1988). Juran on planning for quality. New York: Free Press.Google Scholar
  21. Karle, T., & Teichenthaler, K. (2017). Collaborative BPM for business transformations in telecommunications—The case of “3”. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  22. Kim, T. T. T., Weiss, E., Ruhsam, C., Czepa, C., Tran, H., & Zdun, U. (2017). Enabling flexibility of business processes using compliance rules. The case of Mobiliar. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  23. Kloppenburg, M., Kettenbohrer, J., Beimborn, D., & Bögle, M. (2017). Leading 20,000+ employees with a process-oriented management system—Insights into process management at Lufthansa Technik Group. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  24. Kovačič, A., Hauc, G., Buh, B., & Štemberger, M. I. (2017). BPM adoption and business transformation at Snaga, a public company—Critical success factors for five stages of BPM. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  25. Krogstie, J., Heggset, M., & Wesenberg, H. (2017). Business process modeling of a quality system in a Petroleum Industry Company. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  26. Leitz, R., Solti, A., Weinhard, A., & Mendling, J. (2017). Adoption of RFID technology—The case of Adler. A European Fashion Retail Company. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  27. Marengo, E., Dallasega, P., Montali, M., Nutt, W., & Reifer, M. (2017). Process management in construction expansion of the Bolzano Hospital. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  28. Matzner, M., Plenter, F., Betzing, J. H., Chasin, F., von Hoffen, M., Löchte, M., Pritzl, S., & Becker, J. (2017). CrowdStrom—Analysis, design, and implementation of processes for a peer-to-peer service for electric vehicle charging. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  29. Müller, O., Schmiedel, T., Gorbacheva, E., & vom Brocke, J. (2014). Toward a typology of business process management professionals: Identifying patterns of competences through latent semantic analysis. Enterprise Information Systems, 10(1), 50–80.CrossRefGoogle Scholar
  30. Rau, I., Rabener, I., Neumann, J., & Bloching, S. (2017). Managing environmental protection processes via BPM at Deutsche Bahn. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  31. Recker, J., & Mendling, J. (2016). The state of the art of business process management research as published in the BPM conference – Recommendations for progressing the field. Business and Information Systems Engineering, 58(1), 55–72.CrossRefGoogle Scholar
  32. Reisert, C., Zelt, S., & Wacker, J. (2017). How to move from paper to impact in business process management. The journey of SAP. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  33. Rosemann, M. (2015). Preface. In J. vom Brocke & T. Schmiedel (Eds.), BPM – Driving innovation in a digital world. Heidelberg: Springer.Google Scholar
  34. Rosemann, M. (2017). The NESTT—Rapid process redesign at Queensland University of technology. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  35. Rosemann, M., & vom Brocke, J. (2015). Six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.), Handbook on business process management: Introduction, methods, and information systems (International handbooks on information systems) (Vol. 1, 2nd ed., pp. 105–122). Berlin: Springer.Google Scholar
  36. Russack, T., & Menges, S. (2017). Supporting process implementation with the help of tangible process models. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  37. Schindlbeck, B., & Kleinschmidt, P. (2017). Integrate your partners into your business processes using interactive forms—The case of Automotive Industry Company HEYCO. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  38. Schmiedel, T., vom Brocke, J., & Recker, J. (2015). Culture in business process management: How cultural values determine BPM success. In J. vom Brocke & M. Rosemann (Eds.), Handbook on business process management: Strategic alignment, governance, people and culture (International handbooks on information systems) (Vol. 2, 2nd ed., pp. 649–663). Berlin: Springer.Google Scholar
  39. Schrepfer, M., Kunze, M., Obst, G., & Siegeris, J. (2017). Why are process variants important in process monitoring? The case of Zalando SE. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  40. Srinivasan, M., Wilkes, M., Stevenson, F., Nguyen, T., & Slavin, S. (2007). Comparing problem-based learning with case-based learning: Effects of a major curricular shift at two institutions. Academic Medicine, 82(1), 74–82.CrossRefGoogle Scholar
  41. Suchy, J., Suchy, M., Rosik, M., & Valkova, A. (2017). Automate does not always mean optimize. Case study at a logistics company. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  42. Taylor, F. W. (1911). The principles of scientific management. New York: Harper & Brothers.Google Scholar
  43. Thaler, T., Norek, S., De Angelis, V., Maurer, D., Fettke, P., & Loos, P. (2017). Mining the usability of process-oriented business software—The case of the ARIS designer of Software AG. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  44. United Nations Statistics Division. (2008). International Standard Industrial Classification of All Economic Activities (ISIC), Rev. 4.Google Scholar
  45. Van Looy, A., & Rotthier, S. (2017). Kiss the documents! How the City of Ghent digitizes its service processes. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  46. Vanwersch, R. J. B., Shahzad, K., Vanderfeesten, I. T. P., Vanhaecht, K., Grefen, P. W. P. J., Pintelon, L., Mendling, J., Merode, G. G. v., & Reijers, H. A. (2016). A critical evaluation and framework of business process improvement methods. Business and Information Systems Engineering, 58(1), 43–53.CrossRefGoogle Scholar
  47. Viaene, S., & Van den Bergh, J. (2017). Fast fish eat slow fish: Business transformation at autogrill. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  48. vom Brocke, J. (2017). Where to study business process management? A global perspective based on EDUglopedia.org. Notes. BPTrends (1–11), 2017.Google Scholar
  49. vom Brocke J, Rosemann M (2014) Business process management. In: Wiley encyclopedia of management, vol 7. Management information systems. doi: 10.1002/9781118785317.weom070213
  50. vom Brocke, J., & Rosemann, M. (Eds.). (2015). Handbook on business process management (International handbooks on information systems) (Vol. 1 and 2, 2nd ed.). Berlin: Springer.Google Scholar
  51. vom Brocke, J., & Schmiedel, T. (Eds.). (2015). BPM – Driving innovation in a digital world. Berlin: Springer.Google Scholar
  52. 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.CrossRefGoogle Scholar
  53. vom Brocke, J., Seidel, S., & Tumbas, S. (2015a, April). The BPM curriculum revisited. BPTrends, Class Notes, 1–7.Google Scholar
  54. vom Brocke, J., Zelt, S., & Schmiedel, T. (2015b, November). Considering context in business process management: The BPM context framework. BPTrends, Class Notes, 1–12.Google Scholar
  55. 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.CrossRefGoogle Scholar
  56. Woliński, B., & Bala, S. (2017). Comprehensive business process management at Siemens. Implementing business process excellence. In J. vom Brocke & J. Mendling (Eds.), Business process management cases: Digital innovation and business transformation in practice. Cham: Springer.Google Scholar
  57. Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation. New York: Free Press.Google Scholar

Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  1. 1.University of LiechtensteinVaduzLiechtenstein
  2. 2.Wirtschaftsuniversität WienViennaAustria

Personalised recommendations