Business Process Management in German Institutions of Higher Education: The Case of Jade University of Applied Science

  • Jan BührigEmail author
  • Thorsten Schoormann
  • Ralf Knackstedt
Part of the Management for Professionals book series (MANAGPROF)


  1. (a)

    Situation faced: Faced with challenges like heterogeneous processes across three campuses, a campus management system that was not up to date, and loss of knowledge because of demographic changes and undocumented, inconsistent processes, Jade University of Applied Science implemented a campus-management system developed by HIS. This system includes an integrated reference model for processes that are related to campus management. The university wanted to use common standards and needed a guide based on best practices. Implementing business process management (BPM) provides an opportunity to document, standardize, and centralize processes across their campus locations.

  2. (b)

    Action taken: Implementation of the campus management system and reference processes was structured in steps that can be described using a BPM lifecycle model: (I) initialization, (II) process identification, (III) process discovery, (IV) process analysis, (V) process redesign, (VI) process implementation, and (VII) process monitoring. Each of these steps is directly related to using the HISinOne reference model to obtain recommendations based on best practices.

  3. (c)

    Results achieved: Both expected and unexpected results were obtained from implementing the campus management system: (I) the standardization of processes across three campus locations was improved by (II) adopting best practices, and internal workshops to standardize processes (III) strengthened Jade University’s overall team spirit. In general, (IV) individual barriers to using process models and process documentation were reduced, and a BPM-supportive culture was developed such that some departments have begun to document other processes and to consider the implementation of a broader BPM department.

  4. (d)

    Lessons learned: Five primary lessons were learned during the project: (I) orienting to existing solutions like process reference models supports the initialization of new projects, and (II) standardization limits the involved stakeholders’ creativity. In addition, (III) guidelines for consistently documenting the implementation’s progress are important to easily provide relevant information to all stakeholders at all times, (IV) integrating relevant stakeholders into the process enables the standards across different locations to be determined, and (V) limited project resources must be taken into account in order to plan suitable and feasible actions.




This case study was supported by the project team, which consisted of members of Jade University of Applied Science and HIS. We thank them for their support.


  1. Becker, J., Delfmann P., & Knackstedt R. (2007). Adaptive reference modeling: Integrating configurative and generic adaptation techniques for information models. In Reference modeling (pp. 27–58). Physica-Verlag HD.Google Scholar
  2. Bob-Jones, B., Newman, M., & Lyytinen, K. (2008). Picking up the pieces after a “Successful” implementation: Networks, coalitions and ERP systems. In Proceedings of the Fourteenth Americas Conference on Information Systems (AMCIS), Toronto, ON, Canada.Google Scholar
  3. Bührig, J. (2011). Referenzmodelle in IT-Einführungsprojekten: Anforderungs-orientierte Gestaltung des HISinOne Referenzmodells. In A. Degkwitz & F. Klapper (Eds.), DINI-AG E-Framework Prozessorientierte Hochschule (pp. 51–66). BOCK + HERCHEN.Google Scholar
  4. Bührig, J., Ebeling, B., Hoyer, S., & Breitner, M. H. (2014). Process-oriented standard software – An impulse for sustainable business process management at higher education institutions? In: D. Kundisch, L. Suhl, & L. Beckmann (Eds.), Proceedings Multikonferenz Wirtschaftsinformatik 2014 (MKWI) (pp. 558–570), Paderborn, Germany.Google Scholar
  5. Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. (2013). Fundamentals of business process management. Berlin: Springer.CrossRefGoogle Scholar
  6. Ernst & Young. (2012). Campus management between university autonomy and the Bologna reform. Results of the Ernst & Young Campus-management-study.$FILE/ErnstYoung_Campus-Management-Studie.pdf
  7. Fettke, P., & Loos, P. (2003). Classification of reference models: A methodology and its application. Information Systems and e-Business Management, 1(1), 35–53.CrossRefGoogle Scholar
  8. HISinOne. (2016, April 29). HISinOne reference model.
  9. Jade University. (2016, April 24). University of applied science – facts and figures.
  10. Malinova, M., & Mendling, J. (2015). Leveraging innovation based on effective process map design: Insights from the case of a European insurance company. In BPM-driving innovation in a digital world (pp. 215–227). Cham: Springer International Publishing.Google Scholar
  11. Oestereich, B. (2003). Objektorientierte Geschäftsmodellierung mit der UML (1. Aufl). Heidelberg: Dpunkt-Verl.Google Scholar
  12. Petkovics, I., Tumbas, P., Matkovic, P., & Baracskai, Z. (2014). Cloud computing support to university business processes in external collaboration. Acta Polytechnica Hungarica, 11(3), 181–200.Google Scholar
  13. Rosemann, M., & van der Aalst, W. M. P. (2007). A configurable reference modelling language. Information Systems, 32(1), 1–23.CrossRefGoogle Scholar
  14. 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
  15. Schmiedel, T., vom Brocke, J., & Recker, J. (2013). Which cultural values matter to business process management? Results from a global Delphi study. Business Process Management Journal, 19(2), 292–317.CrossRefGoogle Scholar
  16. Schmiedel, T., vom Brocke, J., & Recker, J. (2015). Culture in business process management: How cultural values determine BPM success. In Handbook on business process management (Vol. 2, pp. 649–663). Berlin: Springer.Google Scholar
  17. Sprenger, J., Klages, M., & Breitner, M. H. (2010). Cost-benefit analysis for the selection, migration, and operation of a campus management system. Business & Information Systems Engineering (BISE), 2(4), 219–231.CrossRefGoogle Scholar
  18. vom Brocke, J. (2007). Design principles for reference modeling: reusing information models by means of aggregation, specialisation, instantiation, and analogy. In P. Fettke & P. Loos (Eds.), Reference modeling for business systems analysis (pp. 47–75). Hershey, PA: Idea Group Publishers.CrossRefGoogle Scholar
  19. 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, 20(4), 530–548.CrossRefGoogle Scholar
  20. vom Brocke, J., Zelt, S., & Schmiedel, T. (2015). Considering context in business process management: The BPM context framework. BPM Trends, 1.Google Scholar

Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  • Jan Bührig
    • 1
    Email author
  • Thorsten Schoormann
    • 2
  • Ralf Knackstedt
    • 2
  1. 1.Hochschul-Informations-System eG (HIS)HanoverGermany
  2. 2.Institute for Economics and Information SystemsUniversity of HildesheimHildesheimGermany

Personalised recommendations