Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
Process mining in business process managementRamez Al-Fayez
An overview of Process mining in Business Process Management ...
References :
- Jan Claes, Geert Poels, Process Mining and the ProM Framework: An Exploratory Survey, Business Process Management Conference Workshops, LNBIP 132, p. 187-198, 2012. http://janclaes.info/paper.php?paper=pubbpi2012
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
Process mining in business process managementRamez Al-Fayez
An overview of Process mining in Business Process Management ...
References :
- Jan Claes, Geert Poels, Process Mining and the ProM Framework: An Exploratory Survey, Business Process Management Conference Workshops, LNBIP 132, p. 187-198, 2012. http://janclaes.info/paper.php?paper=pubbpi2012
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
This document discusses process architecture and how to identify and scope processes. It defines different levels in a process hierarchy from high-level value chains to detailed tasks. Guidelines are provided for vertical decomposition based on business objects, resources, or modeling readability. Reference models can be used as templates to design process architectures. Processes should be prioritized based on importance, health, and feasibility for improvement. Pitfalls of identification include unclear purpose, too narrow or broad scope, and poor stakeholder involvement.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
The document discusses business process modeling and design. It covers BPM standards like BPMN and BPEL, integrating business intelligence and rules into processes, and common BPM design patterns and principles. These include automating manual steps, providing self-service capabilities, and separating interactive from automated tasks. The document advises starting small and simple, letting business users drive design, and focusing on visibility, analytics and adapting processes over time.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses Business Process Management (BPM). BPM is a holistic management approach focused on aligning an organization's processes with customer needs. It promotes efficiency, effectiveness, and continuous process optimization. BPM integrates data, documents, human and automated activities to streamline processes. A case study by Deloitte found implementing BPM software at an insurance company increased employee productivity by 70%, reduced processing times by 75%, and cut operational costs by 50% while improving customer service.
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and the DMAIC framework (Define, Measure, Analyze, Improve, Control) to identify and address root causes of defects. The document provides an overview of Six Sigma, including its goals of reducing costs and improving customer experience. It also describes the five steps of DMAIC and some of the tools used in each step, such as process mapping in Define and data collection/analysis in Measure and Analyze to identify problems and root causes.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Business process modeling is important for understanding and developing business domains. There are several purposes for business process modeling including organizational design, process documentation, information systems design, and continuous improvement. The document discusses the history of business process modeling approaches including business process reengineering in the 1990s and modern business process management. It provides an overview of process modeling concepts, notations like BPMN, and relevant tools and standards.
Dimitris Kosmidis presented on end-to-end business process innovation for his graduate project. He discussed defining business processes, analyzing the BPMS market, developing strategies for process innovation, value propositions using component business models, and managing business process maturity. Financial aspects like SLA/SLM and on-demand SaaS models were examined. The presentation concluded that documenting and implementing business processes is challenging but critical for effectiveness, efficiency, and adaptability to change.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
This document discusses process architecture and how to identify and scope processes. It defines different levels in a process hierarchy from high-level value chains to detailed tasks. Guidelines are provided for vertical decomposition based on business objects, resources, or modeling readability. Reference models can be used as templates to design process architectures. Processes should be prioritized based on importance, health, and feasibility for improvement. Pitfalls of identification include unclear purpose, too narrow or broad scope, and poor stakeholder involvement.
The document discusses Process Failure Modes and Effects Analysis (PFMEA) which analyzes manufacturing and assembly processes to identify potential failure modes caused by process deficiencies. A PFMEA includes a process flow diagram, failure analysis matrix, and process control plan. It assumes the design is valid, analyzes failure causes and effects, and recommends actions to eliminate root causes and detect failures. Benefits include improved processes, performance monitoring, and prioritizing resources to ensure process improvements benefit customers.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
The document discusses business process modeling and design. It covers BPM standards like BPMN and BPEL, integrating business intelligence and rules into processes, and common BPM design patterns and principles. These include automating manual steps, providing self-service capabilities, and separating interactive from automated tasks. The document advises starting small and simple, letting business users drive design, and focusing on visibility, analytics and adapting processes over time.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, collecting baseline data, analyzing process capability, and identifying quick wins. Tools mentioned include value stream mapping, data collection planning, basic statistics, process capability analysis, control charts, and cause-and-effect diagrams. The document provides guidance on documenting measurements, operational definitions, measurement systems analysis, and documenting quick wins.
The document outlines the Digital Six Sigma DMAIC improvement process which includes defining opportunities, measuring performance, analyzing opportunities, improving performance, and controlling performance. It lists the main activities and key deliverables for each phase such as developing a team charter, process maps, measurement plans, identifying and validating root causes, generating and selecting solutions, and implementing and controlling solutions.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
The document discusses Business Process Management (BPM). BPM is a holistic management approach focused on aligning an organization's processes with customer needs. It promotes efficiency, effectiveness, and continuous process optimization. BPM integrates data, documents, human and automated activities to streamline processes. A case study by Deloitte found implementing BPM software at an insurance company increased employee productivity by 70%, reduced processing times by 75%, and cut operational costs by 50% while improving customer service.
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It uses statistical methods and the DMAIC framework (Define, Measure, Analyze, Improve, Control) to identify and address root causes of defects. The document provides an overview of Six Sigma, including its goals of reducing costs and improving customer experience. It also describes the five steps of DMAIC and some of the tools used in each step, such as process mapping in Define and data collection/analysis in Measure and Analyze to identify problems and root causes.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Business process modeling is important for understanding and developing business domains. There are several purposes for business process modeling including organizational design, process documentation, information systems design, and continuous improvement. The document discusses the history of business process modeling approaches including business process reengineering in the 1990s and modern business process management. It provides an overview of process modeling concepts, notations like BPMN, and relevant tools and standards.
Dimitris Kosmidis presented on end-to-end business process innovation for his graduate project. He discussed defining business processes, analyzing the BPMS market, developing strategies for process innovation, value propositions using component business models, and managing business process maturity. Financial aspects like SLA/SLM and on-demand SaaS models were examined. The presentation concluded that documenting and implementing business processes is challenging but critical for effectiveness, efficiency, and adaptability to change.
Architecting Enterprise BPM Systems for Optimal AgilityNathaniel Palmer
Dr. Alexander Samarin is an enterprise solutions architect who specializes in improving business process management (BPM) systems for optimal agility. His goal is to help enterprises easily evolve their BPM systems to implement business changes quickly through small, managed modifications. To achieve this, he advocates architecting BPM systems by properly designing, engineering, and modeling interconnected BPM artifacts and their relationships to anticipate and accommodate potential changes. His architectural framework provides guidance and recommendations for transforming existing IT systems into a coherent, flexible BPM/SOA solution through comprehensive models, patterns, and examples.
Guide for Post-COVID Process & Service RedesignMatthew Boyer
This guide provides a practical approach with resources for you to design new services and processes to address the challenges of massive COVID-19 disruptions and rapidly increasing automation that are requiring organizations to revise and redefine their operations.
The Simple Drawing Way To Map Business ProcessesCIToolkit
A Process Map is a graphical representation that illustrates the sequence of activities within a business process. It provides a mechanism for analyzing and studying business processes. It allows to know how exactly an organization does its work, how a process operates, and how well it is performing in accordance with its objectives.
How a Business Process Vision May Boost Innovative IdeasNathaniel Palmer
Even before fascinating promises about orchestrating organizations, BPM directly supports different and previously unexplored points of view.
While traditional/transactional systems were designed and developed to vertically support departmental needs, BPM suites take care of creating bridges to link those functional islands together, in order to map and manage the evolution of companies cross activity paths. But beyond this relevant and valuable horizontal perspective, there are very significant organizational implications strictly related to the maturity of those BPM tools in terms of level of abstraction and business approach they propose. Starting from WHAT can be managed by BPM suites, this session will focus on HOW they allow to proceed involving users and managers
totally, when adopting an implementing-analysis approach, with unpredictable benefits and new ideas.
The document provides an overview of process identification in business process modeling. It discusses the context of process identification, defining a process architecture, and selecting processes. The key outputs are a process architecture that captures an organization's processes and their relationships, and prioritized processes for improvement. Process identification aims to systematically define an organization's business processes and establish criteria for selecting processes.
1. Business Process Management (BPM) aims to optimize business processes through automation and integration of systems and software.
2. BPM has evolved through several waves, from a focus on efficiency to quality to customer focus, and now aims to support knowledge workers through technologies like collaborative BPM and human interaction management.
3. Emerging areas of BPM include supporting unpredictable and collaborative processes involving multiple people, as well as adaptive processes driven by dynamic contexts.
Sap tech ed13_asug_delivering_continuous_sap_solution_availabilityRobert Max
SAP TechEd Presentation (ITM230) Delivering Continuous SAP Solution Availability - How Novelis Corp has maintained 99.96% Solution Availability in the 12 months since our go-live on SAP
The Three Essential Process Layers - New York Business Process Professionals ...Samuel Chin, PMP, CSM
You already know the basic structure of process work. But do you fully understand the three layers you'll uncover in every process project, and how they're all related?
This deck is about the three essential layers of process work: technological, business process, and value chain. We will define these three levels and discuss the relationship between them, diving deeper than ever to equip you with the tools you need to deliver great results every time.
Aligning The Business Model to Technology Landscapes Enterprise Systems Arch...Daljit Banger
Seminar slides presented to the MBA Students of the AUC entitled "Aligning The Business Operating Model to the Technology Landscapes
Enterprise Systems Architecture"
TRIPLE M = Method for rapid Analysis, Visualization and Documentation of value-generating end-to-end business processes:
“Brown paper” Method – no Investment
Visual – no specific tool or software
Intuitive - easy to learn and use by employees
Effective - enables analysis of the problem and impact
Integrative – adds the information flow in Business Processes
Transparent - degree of IT support
Holistic view – Management’s view
Driven by Measures - KPIs: Quality, Time and Costs
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
Business Process Management for Housing Operations describes how the University of Florida Department of Housing and Residence Education uses BPM to manage software development projects.
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
Transformation in large Telecommunications Providersbasmeh
The document summarizes two case studies of large-scale transition and transformation projects for telecommunications companies. The first case discusses an operator in Southeast Asia that underwent an NGOSS transformation to standardize processes and systems. The second case discusses an operator in the South Pacific that transformed its service assurance systems to improve customer experience and reduce costs. Both cases emphasized a holistic approach considering people, processes, and technology, and aligning with industry standards supported by HP's COSMOS framework.
Service-oriented architecture, or SOA, is well-known as a way to structure IT systems. It has obvious connections with enterprise-architecture: a key theme of TOGAF (The Open Group Architecture Framework) conferences has been about how IT-architecture underpins SOA. Yet SOA can - and must - be about more than just IT. The aim of this presentation is to extend SOA ideas to the whole enterprise, as "the service oriented enterprise" - and adapt the TOGAF ADM to suit.
[Presentation at TOGAF Conference, Glasgow, April 2008. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2008]
The document provides an overview of the Six Sigma approach for process improvement. It discusses key Six Sigma concepts like defects per million opportunities (DPMO) and six sigma quality levels. The document also presents examples and tools used in the Six Sigma DMAIC problem-solving methodology. These include value stream mapping, control charts, Pareto diagrams, cause-and-effect diagrams and more. Implementation of Six Sigma requires top management support, a steering group, training Black Belts and Green Belts, and applying tools and methods to process improvement projects.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Similar to Fundamentals of Business Process Management - Tutorial at CAiSE'2018 (20)
How GenAI will (not) change your business?Marlon Dumas
Not all new technology waves are the same. Some waves are vertical (3D printing, digital twins, blockchain) while others are horizontal (the PC in the 80s, the Web in the 90s). GenAI is a horizontal wave. The question is not if GenAI will impact my business, but what will be the scope of this impact. In this talk, we will go through a journey of collisions: GenAI colliding with customer service, clerical work, information search, content production, IT development, product design, and other knowledge work. A common thread to understand the impact of GenAI is to distinguish between descriptive use cases (search, summarize, expand, transcribe & translate) versus creative use.
Walking the Way from Process Mining to AI-Driven Process OptimizationMarlon Dumas
While generative AI grabs headlines, most organizations are yet to achieve continuous process improvement from predictive and prescriptive analytics.
Why? It’s largely about data, people, and a methodical approach to deploy AI to connect data and people. The good news is that if your organization has built a process mining capability, you are well placed to climb the ladder to achieve AI-driven process optimization. But to get there, you need a disciplined step-by-step approach along two tracks: a tactical management track and an operational management track.
First, it’s about predicting what will happen if you leave your process as-is, and what will happen if you implement a change in your process. At a tactical level, a predictive capability allows you to prioritize improvement opportunities. At an operational level, it allows you to predict issues, such as deadline violations. The challenges here are how to manage the inherent uncertainty of data-driven AI systems, and how to change your people and culture to manage processes proactively, rather than reactively. One thing is to deploy predictive dashboards, another entirely different thing is to get people to use them effectively to improve the processes.
Next, it’s about becoming preemptive: continuously optimizing your processes by leveraging streams of data-driven recommendations to trigger changes and actions. At the tactical level, this prescriptive capability allows you to implement the right changes to maximize competing KPIs. At the operational level, it means triggering interventions in your processes to “wow” customers and to meet SLAs in a cost-effective manner. The challenge here is how to help process owners, workers, and other stakeholders to understand the causes of performance issues and how the recommendations generated by the AI-driven optimization system will tackle those causes?
And finally, as an icing on the cake, generative AI allows you to produce improvement scenarios to adapt to external changes. Importantly, the transformative potential of generative AI in the context of process improvement does not come from its ability to provide question-and-answer interfaces to query data. It comes from its ability to support continuous process adaptation by generating and validating hypotheses based on a holistic view of your organization.
In this talk, we will discuss how organizations are driving sustainable business value by strategically layering predictive, prescriptive, and generative AI onto a process mining foundation, one brick at a time.
Industry keynote talk by Marlon Dumas at the 5th International Conference on Process Mining (ICPM'2023), Rome, Italy, 25 October 2023
Discovery and Simulation of Business Processes with Probabilistic Resource Av...Marlon Dumas
In the field of business process simulation, the availability of resources is captured by assigning a calendar to each resource, e.g., Monday-Friday 9:00-18:00. Resources are assumed to be always available to perform activities during their calendar. This assumption often does not hold due to interruptions, breaks, or because resources time-share across multiple processes. A simulation model that captures availability via crisp time slots (a resource is either on or off during a slot) does not capture these behaviors, leading to inaccuracies in the simulation output. This paper presents a simulation approach wherein resource availability is modeled probabilistically. In this approach, each availability time slot is associated with a probability, allowing us to capture, for example, that a resource is available on Fridays between 14:00-15:00 with 90% probability and between 17:00-18:00 with 50% probability. The paper proposes an algorithm to discover probabilistic availability calendars from event logs. An empirical evaluation shows that simulation models with probabilistic calendars discovered from event logs, replicate the temporal distribution of activity instances and cycle times of a process more closely than simulation models with crisp calendars.
This presentation was delivered at the 5th International Conference on Process Mining (ICPM'2023), Rome, Italy, October 2023.
The paper is available at: https://easychair.org/publications/preprint/Rz9g
Can I Trust My Simulation Model? Measuring the Quality of Business Process Si...Marlon Dumas
Business Process Simulation (BPS) is an approach to analyze the performance of business processes under different scenarios. For example, BPS allows us to estimate what would be the cycle time of a process if one or more resources became unavailable. The starting point of BPS is a process model annotated with simulation parameters (a BPS model). BPS models may be manually designed, based on information collected from stakeholders and empirical observations, or automatically discovered from execution data. Regardless of its origin, a key question when using a BPS model is how to assess its quality. In this paper, we propose a collection of measures to evaluate the quality of a BPS model w.r.t. its ability to replicate the observed behavior of the process. We advocate an approach whereby different measures tackle different process perspectives. We evaluate the ability of the proposed measures to discern the impact of modifications to a BPS model, and their ability to uncover the relative strengths and weaknesses of two approaches for automated discovery of BPS models. The evaluation shows that the measures not only capture how close a BPS model is to the observed behavior, but they also help us to identify sources of discrepancies.
Presentation delivered by David Chapela-Campa at the BPM'2023 conference, Utrecht, September 2023.
Business Process Optimization: Status and PerspectivesMarlon Dumas
For decades, business process optimization has been largely about art and craft (and sometimes wizardry). Apart from narrowly scoped approaches to optimize resource allocation (often assuming that workers behave like robots), a lot of business process optimization relies on high-level guidelines, with A/B testing for idea validation, which is hard to scale to complex processes. As a result, managers end up settling for a "good enough" process. Can we do more? In this talk, we review recent work on the use of high-fidelity simulation models discovered from execution data. The talk also explores the possibilities (and perils) that LLMs bring to the field of business process optimization.
This talk was delivered at the Workshop on Data-Driven Business Process Optimization at the BPM'2023 conference.
Learning When to Treat Business Processes: Prescriptive Process Monitoring wi...Marlon Dumas
Paper presentation at the 35th International Conference on Advanced Information Systems Engineering (CAiSE'2023).
Abstract.
Increasing the success rate of a process, i.e. the percentage of cases that end in a positive outcome, is a recurrent process improvement goal. At runtime, there are often certain actions (a.k.a. treatments) that workers may execute to lift the probability that a case ends in a positive outcome. For example, in a loan origination process, a possible treatment is to issue multiple loan offers to increase the probability that the customer takes a loan. Each treatment has a cost. Thus, when defining policies for prescribing treatments to cases, managers need to consider the net gain of the treatments. Also, the effect of a treatment varies over time: treating a case earlier may be more effective than later in a case. This paper presents a prescriptive monitoring method that automates this decision-making task. The method combines causal inference and reinforcement learning to learn treatment policies that maximize the net gain. The method leverages a conformal prediction technique to speed up the convergence of the reinforcement learning mechanism by separating cases that are likely to end up in a positive or negative outcome, from uncertain cases. An evaluation on two real-life datasets shows that the proposed method outperforms a state-of-the-art baseline.
Why am I Waiting Data-Driven Analysis of Waiting Times in Business ProcessesMarlon Dumas
Presentation of a research paper at the 35th International Conference on Advanced Information Systems Engineering (CAiSE) in Zaragoza Spain. The paper presents a classification of causes of waiting times in business processes and a method to automatically detect and quantify the presence of each of these causes in a business process recorded in an event log.
This talk introduces the concept of Augmented Business Process Management System: An ABPMS is a process-aware information system that relies on trustworthy AI technology to
reason and act upon data, within a set of restrictions, with the aim to continuously adapt and
improve a set of business processes with respect to one or more key performance indicators.
The talk describes the transition from existing process mining technology to AI-Augmented BPM as a pyramid, where predictive, prescriptive, conversational and reasoning capabilities are stacked up incrementally to reach the level of Augmented BPM.
Talk delivered at the AAAI'2023 Workshop on AI for Business Process Management.
Process Mining and Data-Driven Process SimulationMarlon Dumas
Guest lecture delivered at the - Institut Teknologi Sepuluh on 8 December 2022.
This lecture gives an overview of process mining and simulation techniques, and how the two can be used together in process improvement projects.
Modeling Extraneous Activity Delays in Business Process SimulationMarlon Dumas
This paper presents a technique to enhance the fidelity of business process simulation models by detecting unexplained (extraneous) delays from business process execution data, and modeling these delays in the simulation model, via timer events.
The presentation was delivered at the 4th International Conference on Process Mining (ICPM'2022).
Paper available at: https://arxiv.org/abs/2206.14051
Business Process Simulation with Differentiated Resources: Does it Make a Dif...Marlon Dumas
Existing methods for discovering business process simulation models from execution data (event logs) assume that all resources in a pool have the same performance and share the same availability calendars. This paper proposes a method for discovering simulation models, wherein each resource is treated as an individual entity, with its own performance and availability calendar. An evaluation shows that simulation models with differentiated resources more closely replicate the distributions of cycle times and the work rhythm in a process than models with undifferentiated resources. The paper is available at: https://link.springer.com/chapter/10.1007/978-3-031-16103-2_24
Prescriptive Process Monitoring Under Uncertainty and Resource ConstraintsMarlon Dumas
This paper presents an approach to trigger runtime interventions at runtime, in order to improve the success rate of a process, when the number of resources who can perform these interventions is limited.
The paper is available at: https://link.springer.com/chapter/10.1007/978-3-031-16171-1_13
The presentation delivered at the 20th International Conference on Business Process Management (BPM'2022), in Muenster, Germany, September 2022.
Slides of a lecture delivered at the First Process Mining Summer School in Aachen, Germany, July 2022.
This lecture introduces techniques in the area of "task mining" with an emphasis on Robotic Process Mining. Robotic Process Mining (RPM) is a family of techniques to discover repetitive routines that can be automated using Robotic Process Automation (RPA) technology, by analyzing interactions between
one or more workers and one or more software applications, during the performance of one or more tasks in a business process. In general, RPM techniques take as input logs of User Interactions (UI logs). These UI logs are recorded while workers interact with one or more applications, typically desktop applications. Based on these logs, RPM techniques produce specifications of one or more routines that can be automated using RPA or related tools.
Accurate and Reliable What-If Analysis of Business Processes: Is it Achievable?Marlon Dumas
This document discusses using event logs to generate business process simulation models. It describes traditional discrete event simulation approaches that discover simulation models from event logs recorded by information systems. Deep learning techniques are also discussed that can generate traces without an explicit process model. The document suggests that combining discrete event simulation and deep learning may produce more accurate simulations, but challenges remain around validating such hybrid approaches and testing them in previously unseen scenarios. More research is needed before these data-driven simulation methods can reliably predict the effects of interventions.
Learning Accurate Business Process Simulation Models from Event Logs via Auto...Marlon Dumas
Paper presentation at the International Conference on Advanced Information Systems Engineering (CAiSE).
This paper presents an approach to automatically discover business process simulation models from event logs by combining process mining and deep learning techniques.
Paper available at: https://link.springer.com/chapter/10.1007/978-3-031-07472-1_4
Process Mining: A Guide for PractitionersMarlon Dumas
This document presents a guide for practitioners on process mining. It introduces process mining and discusses its main use cases. These use cases are categorized into discovery oriented, future and change oriented, alignment oriented, variant oriented, and performance oriented. The document also provides a framework to classify use cases and discusses the business-oriented questions that can be answered using different process mining use cases, such as improving transparency, quality, agility, efficiency and conformance.
Process Mining for Process Improvement.pptxMarlon Dumas
Presentation of a research paper at the 16th International Conference on Research Challenges in Information Science (RCIS). The paper presents the results of an empirical study on how practitioners use process mining to identify business process improvement opportunities. The paper is available at: https://link.springer.com/chapter/10.1007/978-3-031-05760-1_13
Data-Driven Analysis of Batch Processing Inefficiencies in Business ProcessesMarlon Dumas
Slides of a research paper presentation at the 16th International Conference on Research Challenges in Information Science (RCIS).
The research paper presents an approach to analyze event logs of business processes in order to identify batched activities and to analyze the waiting times caused by these activities.
Paper available at: https://link.springer.com/chapter/10.1007/978-3-031-05760-1_14
Optimización de procesos basada en datosMarlon Dumas
Ponencia en BPM Day Lima 2021.
En esta charla, hablaremos de métodos y aplicaciones emergentes en el ámbito de la optimización de procesos basada en datos. Hablaremos de avances en el área de la minería de procesos, de métodos de construcción de gemelos digitales de procesos y de métodos de monitoreo predictivo. Mostraremos por medio de ejemplos y casos de estudio, cómo estos métodos permiten guiar las iniciativas de transformación digital y de mejora continua de procesos, En particular, ilustraremos el uso de estos métodos para: (1) analizar el rendimiento de los procesos de negocio de manera a identificar fricciones y oportunidades de automatización; (2) predecir el impacto de cambios, y en particular, predecir el impacto de una iniciativa de automatización; (3) realizar predicciones sobre el rendimiento del proceso y ajustar la ejecución del proceso de manera a prevenir incumplimientos del SLA, quejas de clientes, y otros eventos indeseables.
Process Mining and AI for Continuous Process ImprovementMarlon Dumas
Talk delivered at BPM Day Rio Grande do Sul on 11 November 2021.
Abstract.
Process mining is a technology that marries methods from business process management and from data science, to support operational excellence and digital transformation. Process mining tools can transform data extracted from enterprise systems, into visualizations and reports that allow managers to improve organizational performance along different dimensions, such as efficiency, quality, and compliance. In this talk, we will give an overview of the capabilities of process mining tools, and we will illustrate the benefits of process mining via several case studies in the fields of insurance, manufacturing, and IT service management.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Fundamentals of Business Process Management - Tutorial at CAiSE'2018
1. FUNDAMENTALS OF BPM:
50 Years of BPM Teaching Distilled
Marlon Dumas (University of Tartu)
Marcello La Rosa (University of Melbourne)
Jan Mendling (WU University)
Hajo Reijers (Vrije Universiteit Amsterdam)
3. Over 50 years experience in teaching BPM
950 citations since 2013
Adopted in courses at more than 200 universities in more than 60 countries
Available from the library of nearly 450 universities
Used in MOOCs teaching to more than 25,000 students
Over 300 subscriptions to the online instructors group
Translations to Chinese, German, Greek, Persian and Spanish to be published
Some Measures of Success
SEITE 3
5. Automational Effect
Makes process faster
Provides scaling
Potential to reduce cost
Robotic Process Automation
Informational Effect
Provides transparency
Makes processes better
visible and
understandable
Process Mining
SLIDE 5
BPM is Changing, too
Transformational Effect
Provides new way of
coordination with partners
Provides new way of
collaboration with
partners
Blockchains
7. Extended from 399 to 526 pages
Added 2 new chapters, 4 fully-reworked chapters and many refinements
Enriched with 230 exercises
Full coverage of the redesign orbit
New standards like DMN and CMMN covered
Enhanced presentation of monitoring including recent process mining techniques
Holistic discussion of BPM as an enterprise capability
Summary of Changes
SEITE 7
8. 1. Introduction to
Business Process Management
2. Process Identification
3. Essential Process Modeling
4. Advanced Process Modeling
5. Process Discovery
6. Qualitatitve Process Analysis
7. Quantitative Process Analysis
8. Process Redesign
9. Process-Aware Information Systems
10. Process Implementation with
Executable Models
11. Process Monitoring
12. BPM as an Enterprise Capability
New Content per Chapter
SEITE 8
10. Process Identification and Value Chain Modeling
(Jan Mendling)
Process Redesign Orbit
(Hajo Reijers)
Taxonomy of Process Mining Methods
(Marlon Dumas)
BPM as an Enterprise Capability
(Marcello La Rosa)
Important New/Revised Topics
SEITE 10
12. 1. Designation step
• Enumerate main processes
• Determine process scope
2. Prioritization step (aka Process selection)
Prioritize processes based on:
• Importance
• Health
• Feasibility
Process identification steps
After Davenport (1993)
Process
Architecture
Prioritized
Process
Portfolio
15. Process Landscape Model:
Example of Wienerlinien (Vienna Public Transport)
SLIDE 15
Manage
Enterprise
Manage
Personnel
Management Processes
Core Processes
Support Processes
Communicate
in and out
Manage
Processes
Manage
Quality
Manage Risks and
Opportunities
Manage
Innovation
Contact
Customer
Manage
Sales
Manage
Customer
Relationship
Operate
Vehicles
Plan and Buy
Vehicles
Maintain
Vehicles
Transport
Customer
Transport
Customer
Evaluate
Transport
Provide
Infrastructure
Plan
Infrastructure
Build
Infrastructure
Maintain
Infrastructure
Evaluate
Infrastructure
Check
Vehicles
Foster
Relationship
Manage
Financials
Manage
Information
Manage
Materials
Manage
Disruptions
Provide Winter
Service
Plan Customer
Transport
16. Example of SAP Process Map
SLIDE 16
Manage
Enterprise
Management Processes
Manage
Innovation
Define, Operationalize, and Track Strategy
Attract, Develop, and
Retain Workforce
Management Processes
Core Processes
Support Processes
Workplace and
Infrastructure
Provision
Procure to Pay
Corporate Finance
and Operational
Compliance
Shareholder and
Stakeholder
Management
Sales, Franchise, and Partner Management
Innovate Sell Deliver
17. 1. Clarify terminology
2. Identify end-to-end processes
3. For each end-to-end process, identify its sequential processes
4. For each business process, identify its major management and support processes
5. Decompose and specialize business processes
6. Compile process profile
7. Check completeness and consistency
Defining a Process Landscape Model
SLIDE 17
18. Strategic Importance:
Find out which processes have the greatest impact on the strategic goals.
Consider profitability, uniqueness, or contribution to competitive advantages.
Select those processes for process management that relate to strategy.
Health:
Determine which processes are in deepest trouble.
These processes may profit the most from BPM initiatives.
Feasibility:
Determine how susceptible process is to BPM initiatives, incidentally or continuously.
Culture and politics may be obstacles.
BPM should focus on those processes where it is reasonable to achieve benefits.
Selection Criteria
SLIDE 18
23. Customers
Business Process Operation
Business Process Behavior
Organization
Information
Technology
External Environment
The Devil‘s Quadrangle
SLIDE 23
Directions for Process Redesign
Elements of Redesign
25. “How to get from the as-is to the to-be [in a
redesign project] isn’t explained, so we
conclude that during the break, the famous
ATAMO procedure is invoked – And Then, A
Miracle occurs”.
Sharp & McDermott, 2002
SLIDE 25
36. Automated Process Discovery
Enter Loan
Application
Retrieve
Applicant
Data
Compute
Installments
Approve
Simple
Application
Approve
Complex
Application
Notify
Rejection
Notify
Eligibility
CID Task Time Stamp …
13219 Enter Loan Application 2007-11-09 T 11:20:10 -
13219 Retrieve Applicant Data 2007-11-09 T 11:22:15 -
13220 Enter Loan Application 2007-11-09 T 11:22:40 -
13219 Compute Installments 2007-11-09 T 11:22:45 -
13219 Notify Eligibility 2007-11-09 T 11:23:00 -
13219 Approve Simple Application 2007-11-09 T 11:24:30 -
13220 Compute Installements 2007-11-09 T 11:24:35 -
… … … …
Dependency graph
(process map)
BPMN process model
37. Dependency Graphs
(a.k.a. Process Maps)
A dependency graph of a log is a graph where:
• Each activity is represented by one node
• An arc from activity A to activity B means that B is directly followed
by A in at least one trace in the log
Arcs in a dependency graph may be annotated with:
• Absolute frequency: How many times B directly follows A?
• Relative frequency: What percentage of times A is directly followed
by B?
• Time: What is the average time between the occurrence of A and the
occurrence of B?
38. Quiz 3: Write the dependency graph (process map) of the
following event log. Include absolute frequencies.
39. Abstraction and Filtering
To cope with the complexity of large real-life logs, process maps
are often used in conjunction with two operations:
1. Abstract the process map:
• Show only most frequent activities
• Show only most frequent arcs
2. Filter the traces in the event log
• Remove all events that fulfil a condition
• Remove traces that fulfil a condition (or traces that do not fulfil a condition)
40. Alpha miner (α-miner) – Adapted to produce BPMN natively
• Simple, limited, not robust
Heuristics miner
• Robust to noise, fast, often a good tradeoff but can produce incorrect models
Inductive miner (ProM v6)
• Ensures that models are block-structured & correct
Split miner (Apromore)
• Balances fitness and precision, produces deadlock-free but not necessarily
structured models
Discovering BPMN Process Models
42
44. Conformance Checking
Unfitting behaviour:
• Task C is optional (i.e. may be skipped) in the log
Additional behavior:
• The cycle including IGDF is not observed in the log
Event
log:
ABCDEH
ACBDEH
ABCDFH
ACBDFH
ABDEH
ABDFH
45. Accuracy of Automated Process Discovery
47
Process
Model
Log
Lack of
fitness
Lack of
precision
Lack of
generalization
Replay fitness
for BPMN
46. Given two logs, find the differences and root causes for
variation or deviance between the two logs
Variants Analysis
≠
47. Model comparison
Log delta analysis
Variants Analysis
9
Model
Comparison
L1 - Short stay
448 cases
7329 events
L2 - Long stay
363 cases
7496 events
Log Delta Analysis
In L1, “Nursing Primary
Assessment” is repeated
after “Medical Assign”
and “Triage Request”,
while in L2 it is not…
49. 51
How do you know that in one year
you’ve been successful with
BPM?
50. • a process architecture
• a configured modeling tool
• a Six Sigma training course
• an implemented BPM system
a job description for a process owner
Activities, but no guaranteed value
The break in the “value” value chain
51. • Focus on activities, methods & tools, not values
• Believing BPM is the single source of truth
• Siloed BPM initiatives
• No change management plan
Typical failure reasons of BPM projects?
After de Bruin and Rosemann (2015)
52. Beyond a single BPM project…The BPM Maturity Model
Process
monitoring
BPM
decision making
Process
performance
measures
Strategy-driven
BPM project
planning
BPM
knowledge
Process
knowledge
Embedding of
process values
and beliefs
Responsiveness
to process
change
Propensity to
lead BPM
Process
collaboration &
communication
Leadership
attention to
BPM
BPM standards,
conventions and
guidelines
Performance
measurement
system
BPM roles and
responsibilities
Enterprise
Process
architecture
Strategy and
process capability
linkage
Process
customers and
stakeholders
Process
implementation
and execution
Process analysis
and redesign
Process
identification
and discovery
Process
implementation
and execution
Process analysis
and redesign
Process
identification
and discovery
BPM and
process
training
Adherence to
process design
BPM project
and program
management
Process
monitoring
BPM project
and program
management
BPM
social networks
BPM
quality controls
Governance Methods
Strategic
Alignment
Information
Technology
People Culture
FactorsCapabilityAreas
adapted from de Bruin and Rosemann (2015)
Strategy and
process capability
linkage
53. Maturity Levels in the BPM Maturity Model
Level Label Description
5 Optimizing
Wide acceptance of BPM methods and tools. CoE
no longer needed
4
Quantitatively
Managed
Focus on performance monitoring, established
BPM CoE, well-defined BPM positions
3 Defined
Focus on early stages of the BPM lifecycle,
combination of various methods and tools.
2 Managed
First documented processes, recognition of BPM
importance
1 Initial BPM is rarely done or not done.
55. Typical Patterns of BPM Adoption
Level Label
5 Optimizing
4 Q. Managed
3 Defined
2 Managed
1 Initial
56. The Business Processes of the Future?
SLIDE 58
BPM: from the past to the present to the future
57. „The extent of computerisation in the twenty-first century will thus
partly depend on innovative approaches to task restructuring.”
Frey/Osbourne, 2017
SLIDE 59
The Future of BPM is its Past:
Innovative Restructuring of Tasks and Coordination
https://www.assemblymag.com/articles/91581-the-moving-assembly-line-turns-100
58. Teaching Strategies Using the Book
SEITE 60
Operational BPM: 1-3, 5, 7-9, 11 (4, 12)
Process modeling: 1-5
Process improvement: 1, 6-8
Process automation: 1, 3, 4, 9, 10 (11)
Process analytics: 1, 6-7, 11
Strategic BPM: 1, 12 (2) +…
Chapter 1: Intro
Chapter 2
Chapters 3-5
Chapters 6-7
Chapter 8Chapters 9-10
Chapter 11
Chapter 12:
eBPM
59. Request an evaluation copy from Springer:
https://www.springer.com/gp/book/9783662565087
Check out the supplementary material online:
http://fundamentals-of-bpm.org
Register to the online instructors group:
https://groups.google.com/forum/#!forum/fundamentals-of-bpm
Next Steps