Volume3

Submit your case

We are currently inviting cases for the 3rd volume of the BPM Cases Book. The great success of the first edition – with downloads from all over the world, we are now putting together a third volume opening up for further companies to report their BPM cases as well as to include BPM cases using innovative contemporary technology such as process analytics, robotics, blockchain, virtual reality, and machine learning.

Submissions are open until 10.02.2023. See timeline below.

Case Structure

All cases follow a unified structure that makes the relevant case knowledge easily accessible and transferrable to other contexts. Following the structure, the chapters are short and sharp but should be 12 pages long. The structure helps readers in finding the most interesting parts of the cases.

  1. Introduction – What is the story of the case? A brief narrative of the entire case informs readers by summarizing its key aspects.
  2. Situation faced – What was the initial problem that led to the action taken? The context of the case is specified concerning needs, constraints, incidents, and objectives.
  3. Action taken – What was done? What measures were undertaken, such as in regard to process redesign or process innovation? What methods and approaches were used?
  4. Results achieved – What effects resulted from the actions taken? Results could take the form of changes in performance measures and/or qualitative statements from employees, customers, and other business partners. To what degree were expectations met or not met?
  5. Lessons learned – What did the organization learn from the case? What can others learn? Lessons learned are grounded in the case and serve as example for others.

Case studies written by service providers and BPM vendors only and without the involvement of the case organization are not desired. In fact, a good case study will have an honest and detailed reflection on lessons learned and critical reflections. Read more…

Frameworks

This book uses well-established BPM frameworks to characterize the cases it presents based on a shared language.

BPM Six Core Elements (Rosemann, vom Brocke, 2015):

The model helps to describe what actions an organization took to conduct BPM. It conceptualizes six BPM capability areas, namely: Strategic Alignment, Governance, Methods, Information Technology, People, and Culture. The key characteristic of the model is to enlarge the understanding of BPM from a mere technical concept towards a holistic management discipline. Click here for more material on the framework.

BPM Lifecycle-Modell (Dumas et al., 2013):

The model helps to structure the different tasks that are associated with BPM. It describes six major steps: process identification, process discovery, process analysis, process redesign, process implementation and process monitoring and controlling. The key characteristic of the model is to illlustrate how a BPM project or a BPM initiative can be organized towards arriving at an improved process. Click here for more material on the model.

BPM Context Framework (vom Brocke, Zelt, Schmiedel 2015):

The model helps to characterize a BPM initiative according to specific context factors, such as goal, process characteristics, organizational characteristics, and environmental characteristics. The key characteristic of the framework is to capture the situational nature of BPM. BPM needs to be aligned to the specific context of an organization and the BPM context framework helps to assess this context. Click here for more material on the framework.

Timeline

Submission of cases

10.02.2023

Reviews back to authors

10.03.2023

Revision back to editors

10.04.2023

Final review

10.05.2023

Final submission

10.06.2023

Manuscript to publisher

31.07.2023

SUBMISSION

If you are interested to submit, please send an expression of interest to the editors via submission@bpm-cases.com. We are happy to have a little chat about your case and help making it easy and effective to write up your case.

For writing, please use  the following templates: BPM Case

For final submission of your case please use Easychair

Editors

Prof. Dr. Michael Rosemann

Prof. Dr. Jan Mendling

Prof. Dr. Jan vom Brocke

Jan vom Brocke is the Hilti Endowed Chair of Business Process Management and Director of the Institute of Information Systems. Jan has conducted over 300 studies, published in renowned outlets including MIT Sloan Management Review, Management Science, MIS Quarterly (MISQ), Journal of Management Information Systems (JMIS), Journal of Information Technology (JIT), 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, BPM – Driving Innovation in a Digital World, Green BPM: Toward the Sustainable Enterprise, and BPM Cases. Digital Transformation – Strategy, Processes and Execution. Jan is a globally recognized thought leader, recipient of over 20 international awards and he has been named Fellow of the Association for Information Systems. He is an invited speaker and trusted advisor on BPM serving many organizations around the world. See Jan`s website for more information.

Jan Mendling is the Einstein-Professor of Process Science with the Department of Computer Science at Humboldt-Universität zu Berlin, Germany. His research interests include various topics in the area of business process management and information systems. He has published more than 450 research papers and articles, among others in Management Information Systems Quarterly, ACM Transactions on Software Engineering and Methodology, IEEE Transactions on Software Engineering, Journal of the Association of Information Systems and Decision Support Systems. He is a department editor for Business and Information Systems Engineering, member of the board of the Austrian Society for Process Management (http://prozesse.at), one of the founders of the Berlin BPM Community of Practice (http://www.bpmb.de), organizer of several academic events on process management, and a member of the IEEE Task Force on Process Mining. He is co-author of the textbooks Fundamentals of Business Process Management, Second Edition, (http://fundamentals-of-bpm.org/) and Wirtschaftsinformatik, 12th Edition, (https://lehrbuch-wirtschaftsinformatik.org/), which are extensively used in information systems education.

Michael Rosemann  is the Executive Director, Corporate Engagement, and Professor in Information Systems at the Queensland University of Technology and the Honorary Consul for the Federal Republic of Germany in South Queensland. Michael has published more than 250 refereed papers, including publications in renowned outlets, including MIS Quarterly (MISQ), European Journal of Information Systems (EJIS), and Information Systems. His books are available in five languages and he has conducted invited keynotes at international, academic and professional BPM conferences. Michael provides regular advice to executives on revenue resilience, innovation systems and process design. See Michael`s website for more information.

Editorial board

We are grateful for the support of colleagues and friends supporting this project on the editorial board of BPM Cases.

  • Saimir Bala, HU Berlin
  • Jörg Becker, University of Münster
  • Benoit Depaire, Hasselt University
  • Claudio Di Ciccio, Sapienza University of Rome
  • Dirk Fahland, Eindhoven University of Technology
  • Maria Fay, SAP AG
  • Kathrin Figl, University of Innsbruck
  • Gregor Kipping, University of Liechtenstein
  • Henrik Leopold, Kühne Logistics University and HPI Potsdam
  • Sonia Lippe-Dada, University of Liechtenstein
  • Amy van Looy, Ghent University
  • Fredrik Milani, University of Tartu
  • Markus Otto, University of Liechtenstein
  • Ralf Plattfaut, South Westphalia University of Applied Sciences
  • Stefan Schönig, University of Regensburg
  • Merih Seran Uysal, RWTH Aachen University
  • Johannes De Smedt, KU Leuven
  • Peter Trkman, University of Ljubljana
  • Bastian Wurm, LMU Munich

Please get in touch with us on any related matter.