Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture

864 Pages·2015·18.87 MB·English

by  Jan vom Brocke

International Handbooks on Information Systems
Jan vom Brocke
Michael Rosemann Editors
Handbook on
Business Process
Management 2
Strategic Alignment, Governance,
People and Culture
2nd Edition
International Handbooks on Information Systems
Series Editors
Peter Bernus, Jacek Błaz˙ewicz, Gu¨nter J. Schmidt, Michael J. Shaw
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S.StaabandR.Studer(Eds.) Management1
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S.O.KimbroughandD.J.Wu(Eds.) HandbookonBusinessProcess
FormalModellinginElectronic Management2
Commerce ISBN978-3-642-45102-7,2ndEdition
ISBN978-3-540-21431-1
Jan vom Brocke (cid:129) Michael Rosemann
Editors
Handbook on
Business Process
Management 2
Strategic Alignment, Governance,
People and Culture
Second Edition
Editors
Prof.Dr.JanvomBrocke Prof.Dr.MichaelRosemann
UniversityofLiechtenstein QueenslandUniversityofTechnology
InstituteofInformationSystems SchoolofInformationSystems
Vaduz,PrincipalityofLiechtenstein Brisbane,Queensland,Australia
[email protected] [email protected]
ISBN978-3-642-45102-7 ISBN978-3-642-45103-4(eBook)
DOI10.1007/978-3-642-45103-4
SpringerHeidelbergNewYorkDordrechtLondon
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tomywonderfulwifeChristinaandourlovely
kids Moritz and Marieke
from Jan
to Louise, Noah and Sophie – with love
from Michael
ThiSisaFMBlankPage
Foreword to the 2nd Edition
TheBPMHandbookbringsthethoughtleadersaroundtheglobetogethertopresent
the comprehensive body of knowledge in Business Process Management (BPM).
The first edition summarized the work of more than 100 of the world’s leading
experts in the field in 50 chapters and two volumes. Following the structure of
BPM’s six well-established core elements—strategic alignment, governance,
methods,informationsystems,people,andculture—the BPMHandbook provides
a comprehensive view of the management of processes using an enterprise-wide
scope.Aftermorethan5,000hardcopiessoldandmorethan60,000singlechapters
downloaded,weareoverwhelmedbyandgratefulforthepositivereceptionofthis
book by BPM professionals and academics. Today, the BPM handbook ranges
amongthetop25%mostdownloadedeBooksintheSpringereBookCollection.
Since the first edition was published in 2010, BPM has further developed and
matured. New technologies provide new process design options. For example,
in-memory databases afford new opportunities in the form of real-time and
context-aware process execution, monitoring, and mining, and social media plays
avitalroleinembeddingbusinessprocessesincorporate andwider communities.
Atthesametime,newchallenges,suchasincreaseddemandinprocessinnovation,
process analytics, and process agility, have emerged. These and other organiza-
tional developments have expanded the status and the possibilities of BPM and
motivated us to conduct a detailed review, update, and extension of the BPM
Handbook,thesecondedition.
ThestructureofthissecondeditionstillcentersonthesixcoreelementsofBPM
while incorporating new topics and providing substantial revisions in the areas of
theoreticalfoundationsofBPM,practical applicationstoreal-lifescenarios,anda
numberofupdatesinordertoreflectthemostcurrentprogressinthefield.
Thenewchaptersaddressrecentdevelopments,suchasin-memorytechnology
andsocialmedia,aswellascasesthatshowhowBPMcanbeappliedtomasterthe
contemporary challenges of process innovation, agility, and sustainability. We
learned from our readers that introductory chapters to the six core elements of
BPM are useful, as are advanced chapters that build on rigorous BPM research.
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viii Forewordtothe2ndEdition
Therefore,weaddedanumberofchapterstoprovidesuchintroductionstothework
on process frameworks, process simulation, process value, process culture, and
processtechnologies.Intheprocess,wewelcomedanumberofBPMexpertstoour
team ofauthors,includingAnnaSidorova,JerryLuftman,andHasso Plattnerand
theirrespectedco-authors.
SomepartsoftheHandbookremainuntouched, suchasthecontributionsfrom
Michael Hammer and Geary A. Rummler, who both passed away in 2008. Their
thoughtsremainandwillalwaysbeinspirationalfortheBPMcommunity.
Wearegratefultothemanypeoplewhoworkedenthusiasticallyonmakingthe
second edition of the BPM Handbook possible. In particular, we thank Christian
Sonnenberg,fromtheInstituteofInformationSystemsoftheUniversityofLiech-
tenstein, who brought order and discipline to the first edition and who has again
been instrumental in the editorial process of the second edition. His strong com-
mitment to this Handbook has been a critical factor in its success. We also thank
ChristianRauscherfromSpringerforhisstrongsupportofthissecondeditionand
all of the authors for the significant time and effort they invested in writing and
revisingtheirchapters.
We trust that this consolidated work will find a wide audience and that this
updatedandextendededitionwillfurthercontributetoshapingtheBPMfieldasa
managementdiscipline.
May2014 JanvomBrocke
Vaduz,Liechtenstein/Brisbane,Australia MichaelRosemann
Foreword to the 1st Edition
BusinessProcessManagement(BPM)hasemergedasacomprehensiveconsolida-
tion of disciplines sharing the belief that a process-centered approach leads to
substantialimprovementsinbothperformanceandcomplianceofasystem.Apart
from productivity gains, BPM has the power to innovate and continuously
transform businesses and entire cross-organizational value chains. The paradigm
of“processthinking”isbynomeansaninventionofthelasttwodecadesbuthad
alreadybeenpostulatedbyearlyeconomistssuchasAdamSmithorengineerssuch
asFrederickTaylor.
A wide uptake of the process paradigm began at an early stage in the
manufacturing sector, either as a central principle in planning approaches such as
MRP II or as a factory layout principle. Yet, it took an amazingly long period of
timebeforetheserviceindustriesactuallyrecognizedthesignificanceofprocesses
asanimportantorganizationalvariable.Theeverincreasingpressureintheultimate
journeyforcorporateexcellenceandinnovationwentalongwiththeconceptionof
a“process”asaunitofanalysisandincreasinglyappearedinvariousdisciplines.
As part of quality management, the critical role of process quality led to a
plethora of process analysis techniques that culminated in the rigorous set of Six
Sigma methods. In the information technology discipline, the process became an
integral part of Enterprise Architectures and conceptual modeling frameworks.
Processes became a “first class citizen” in process-aware software solutions and,
inparticular,indedicatedBPM-systems,formerlyknownasworkflowmanagement
systems. Reference models such as ITIL or SCOR postulated the idea of best
(process) practices, and the accounting discipline started to consider processes as
acontrollingobject(Activity-BasedCosting).Universitiesarenowslowlystarting
tobuildBusinessProcessManagementcoursesintotheircurricula,whilepositions
such as business process analysts or chief process officers are increasingly
appearinginorganizationalcharts.
However, while the role of processes has been widely recognized, an
all-encompassing discipline promoting the importance of process and providing
integrated BPM methodologies has been lacking for a long time. This may be a
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