Business Process Management Cases

1. Front Matter

   Pages i-xvi

   PDF

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

   • Jan vom Brocke, Jan Mendling

   Pages 1-17

3. Strategy and Governance

   1. Front Matter

      Pages 19-19

      PDF

   2. How to Move from Paper to Impact in Business Process Management: The Journey of SAP

      • Corinne Reisert, Sarah Zelt, Joerg Wacker

      Pages 21-36

   3. Developing and Implementing a Process-Performance Management System: Experiences from S-Y Systems Technologies Europe GmbH—A Global Automotive Supplier

      • Josef Blasini, Susanne Leist, Werner Merkl

      Pages 37-55

   4. Establishment of a Central Process Governance Organization Combined with Operational Process Improvements

      • Christian Czarnecki

      Pages 57-76

   5. BPM Adoption and Business Transformation at Snaga, a Public Company: Critical Success Factors for Five Stages of BPM

      • Andrej Kovačič, Gregor Hauc, Brina Buh, Mojca Indihar Štemberger

      Pages 77-89

   6. Enabling Flexibility of Business Processes Using Compliance Rules: The Case of Mobiliar

      • Thanh Tran Thi Kim, Erhard Weiss, Christoph Ruhsam, Christoph Czepa, Huy Tran, Uwe Zdun

      Pages 91-109

   7. Comprehensive Business Process Management at Siemens: Implementing Business Process Excellence

      • Bartosz Woliński, Saimir Bala

      Pages 111-124

   8. 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

      • Wasana Bandara, Rehan Syed, Bandula Ranathunga, K. B. Sampath Kulathilaka

      Pages 125-148

   9. Fast Fish Eat Slow Fish: Business Transformation at Autogrill

      • Stijn Viaene, Joachim Van den Bergh

      Pages 149-166

4. Methods

   1. Front Matter

      Pages 167-167

      PDF

   2. The NESTT: Rapid Process Redesign at Queensland University of Technology

      • Michael Rosemann

      Pages 169-185

   3. Kiss the Documents! How the City of Ghent Digitizes Its Service Processes

      • Amy Van Looy, Sabine Rotthier

      Pages 187-204

   4. Application of the Design Thinking Approach to Process Redesign at an Insurance Company in Brazil

      • José Ricardo Cereja, Flavia Maria Santoro, Elena Gorbacheva, Martin Matzner

      Pages 205-233

   5. Collaborative BPM for Business Transformations in Telecommunications: The Case of “3”

      • Thomas Karle, Kurt Teichenthaler

      Pages 235-255

   6. Process Management in Construction: Expansion of the Bolzano Hospital

      • Elisa Marengo, Patrick Dallasega, Marco Montali, Werner Nutt, Michael Reifer

      Pages 257-274

   7. Exposing Impediments to Insurance Claims Processing

      • Robert Andrews, Moe Wynn, Arthur H. M ter Hofstede, Jingxin Xu, Kylie Horton, Paul Taylor et al.

      Pages 275-290

   8. Mining the Usability of Process-Oriented Business Software: The Case of the ARIS Designer of Software AG

      • Tom Thaler, Sabine Norek, Vittorio De Angelis, Dirk Maurer, Peter Fettke, Peter Loos

      Pages 291-310

   9. Improving Patient Flows at St. Andrew’s War Memorial Hospital’s Emergency Department Through Process Mining

      • Robert Andrews, Suriadi Suriadi, Moe Wynn, Arthur H. M. ter Hofstede, Sean Rothwell

      Pages 311-333

This book is the first to present a rich selection of over 30 real-world cases of how leading organizations conduct Business Process Management (BPM). The cases stem from a diverse set of industry sectors and countries on different continents, reporting on best practices and lessons learned. The book showcases how BPM can contribute to both exploitation and exploration in a digital world. All cases are presented using a uniform structure in order to provide valuable insights and essential guidance for students and practitioners.

• Case Studies
• BPM
• Business Process Management
• Teaching Cases
• Professional Cases
• Real-World BPM Cases

“The book is a useful and comprehensive summary of several real-life case studies for organizations and researchers. It is a valuable resource in the form of empirical evidence.” (Bálint Molnár, Computing Reviews, July, 2018)

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• Institute for Information Systems, University of Liechtenstein, Vaduz, Liechtenstein

  Jan vom Brocke

• Institute for Information Business, Vienna University of Economics & Business, Vienna, Austria

  Jan Mendling

 Professor Dr. Jan vom Brocke is head of the BPM group in Liechtenstein. He is Professor of Information Systems, the Hilti Endowed Chair of Business Process Management, Director of the Institute of Information Systems, and Vice President Research and Innovation at the University of Liechtenstein. Jan has conducted over 300 studies in the area of IT and BPM, published in renowned outlets including MIT Sloan Management Review, MIS Quarterly (MISQ), the Journal of Management Information Systems (JMIS), the European Journal of Information Systems (EJIS), and Information Systems Journal (ISJ). He has authored and edited over 30 books, including the International Handbook on Business Process Management, and the books `BPM - Driving Innovation in a Digital World` and `Green BPM: Toward the Sustainable Enterprise`. Jan is an invited speaker and trusted advisor on BPM serving many organizations around the world. 

Professor Dr. Jan Mendling is a Full Professor with t
he Institute for Information Business at Wirtschaftsuniversität Wien (WU Vienna), Austria. His research areas include Business Process Management, Conceptual Modelling and Enterprise Systems. He has published more than 300 research papers and articles, among others in ACM Transactions on Software Engineering and Methodology, IEEE Transactions on Software Engineering, Information Systems, Data & Knowledge Engineering, and Decision Support Systems. He has authored and edited over 15 books, including the textbooks Fundamentals of Business Process Management and Wirtschaftsinformatik (in German). Jan is an invited speaker and trusted advisor on BPM serving many organizations around the world.

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