Faculty
Prof. Dr. Petra Schubert and Femi Adisa, PhD Fellow

Course Coordinator
Petra Schubert

Since, the course is given in English a good understanding of English is a prerequisite. In addition a basic understanding of organizational and managerial theories is essential.

Business processes is a central concept and a common approach to structure and organize business activities. The course focuses on business process management (BPM) approaches at strategic and tactical level. It introduces the concept of business processes and its historical evolution from radical change (business process reengineering) to continuous improvements (process innovation). Furthermore, the course provides an overview of the principles, concepts, methods and techniques necessary to change businesses from a functional organization to a process centric organization. The course covers both the underlying theories and the practical issues when dealing with BPM.

The course is structured along business process management lifecycle perspective and its phases, such as identification of processes, as-is modelling, process analysis, and process change and implementation. For this end the course introduces state of the art methodologies and modelling techniques.

The course is a must for every student interested in business process improvements and change. It is developed for future business managers, business analysts and systems analysts. The lessons provide the student with the necessary theoretical concepts and an opportunity to have hands-on experience in modelling tools.

The course is designed so that the student should develop understanding, capabilities, and skills in the field of BPM and process modelling. In addition we strive that the student should develop an insight into the shortcomings and management issues involved when introducing dealing with BPM. On completion of the course the student should be able to:

Requirements to receive the grade 12 in relation to the overall learning objectives:

The course objectives are to introduce BPM and process modelling from both a theoretical and practical perspective. Business processes is a central theme in today’s modern corporate society. The goal is to prepare the students with an essential understanding and knowledge of principles and methodologies used to organize structure and change in organizations.

Mini projects

Aguilar-Savén R. (2004). Business Process Modelling: Review and Framework. International Journal of Production Economics, 90, pp. 129-149

Curran, T., G. Keller and A. Ladd (1998). SAP R/3 Business Blueprint: Understanding the Business Process Reference Model. Upper Saddle River, NJ: Prentice Hall, pp. 19-44.

Davenport, Thomas (1993): Process Innovation, Boston, MA: Harvard Business School Press, 1993.

Dazo, Randy; Duek, Omri (2009): InfoTrends Analysis: Ready to Act: 3 Recommendations for Agile Processes, in: Dynamic Content Software Strategies Consulting Service, [http://www.webbuyersguide.com/resource/brief.aspx?src=rss&kc=rss&id=13823], 20.02.2009. [Accessed: 01/10/2009].

Harmon, Paul (2007): Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals, 2nd Ed., Burlington, MA, USA: Morgan Kaufmann Publishers, 2007.

Hill, Janelle B.; Sinur, Jim; Flint, David; Melenovsky, Michael James (2006): Gartner's Position on Business Process Management, in: Gartner Research, 2006.

Kilov, H. (2002) Business Models: A Guide for Business and IT. Prentice Hall, Upper Saddle River, Chapter 1.

Schubert, Petra (2009): Teaching Case LeShop, Course BPM, CBS, Fall 2009.

White, Stephen A.; Miers, Derek (2008): BPMN: Modeling and reference guide. Future Strategies Inc., Lighthouse Pt. FL; ISBN-13: 978-0977752720

Wölfle, Ralf; Schubert, Petra; Quade, Michael (2007): eXperience Handbook for Case Study Writers, Basel: University of Applied Sciences Northwestern Switzerland FHNW, Institute for Information Systems, 2007.