Value-Based Business Process Management
Processes in the digital age
Value-based business process management
Development of innovative and value-oriented process management concepts supported by digital technologies. Major tasks of Business Process Management (BPM) include the identification, definition and modelling of processes, their implementation and execution, monitoring and control as well as continuous improvement and innovation.
Exploration
While digital technologies threaten traditional business models, organizations find it difficult to identify and seize opportunities. Therefore, innovation processes specifically tailored to the affordances of digital technologies are in high need. We develop such innovation processes in our research. In addition, organizations must focus more on exploring new opportunities (opportunity management) to thrive in dynamic business environments. At the same time, they must not neglect the existing business – a mistake many organizations have made. The ability to simultaneously exploit existing business and to explore new opportunities is referred to as ambidexterity. In our research, we develop practical concepts with a focus on business processes.
Data
The digital age is generating more data than ever before. This is a key opportunity for science and practice. In BPM, data can be used to measure and forecast process performance. That way, positive and negative deviance can be identified and managed before it occurs. At the same time, event logs can be generated, which form the basis for process mining. In addition to the analysis and prediction of process performance, our work focuses on the data quality of event logs.
Context
For a long time, BPM has followed a one-size-fits-all approach. Accordingly, the context in which BPM is embedded has been neglected, which includes the characteristics of the business processes in focus as well as traditional internal and external context factors. In the digital economy, ever more organizations also act in several contexts simultaneously. Our work deals with the design of context-aware BPM concepts and methods as well as with specific contexts such as smart services, digital production, and digital innovation.
Networks
It has long been known that business processes are closely intertwined. In the digital economy, ever more cross-organizational networks are being formed. Until now, dependencies among business processes have primarily been considered for descriptive purposes, e.g., for modelling process architectures. However, dependencies have hardly been used for decision-making purposes, which is why we deal with them intensively in our work. For example, we build methods for process portfolio management as well as for dependency-aware process prioritization.
Change
A central task of BPM is process improvement and innovation. For this reason, we work intensively on methods of effective process improvement. On the one hand, these include methods for process industrialization in terms of automation, flexibilization, standardization, and sourcing. On the other hand, we focus on methods for process digitalization which leverage the affordances of digital technologies to improve existing processes or to develop processes for new “jobs to be done”.
Individuals
The digital age is changing not only how customers and organizations interact, but also what employees expect from business processes and IT. In our work, we give the customer a central role in process design. With omni-channel and customer journey analysis, we take an outside-in perspective on business processes and we develop heuristics for customer-centric process design. What is more, we specifically explore the impact of the Internet of Things on customer-company interactions. We adopt the employee perspective by investigating root causes of process deviance as well as by developing related management tools (e.g., based on digital nudging).
Curious?
Our activities
The Research Center FIM deals with relevant real-world problems both in publicly funded research projects and in applied research projects with partners in industry. Together with our partners, we develop unique and novel solutions based on our insights into the current state of research, our practical experience and the interdisciplinary and enthusiastic nature of our team. Selected projects are:
- eBPM (2018-2020):
Development of workshop modules on innovative business process management - HEINZ-GLAS (2016-2020):
Process analysis and selection of an ERP system provider and subsequent support of the system introduction - KEBAP (2018-2019):
Development of an agile BPM system to support KPI-based real-time monitoring - Smart Devices in der Produktion (2017-2019):
Development of a middleware for networking production participants such as man, machine and production-related IT systems via smart devices - Carl Zeiss (2018):
Digital Progress Assessment – Development and implementation of an assessment methodology to measure the progress of digital offers/services - Carl Zeiss (2018):
End-to-end analysis of the digitisation potential of the order-to-ship process
- Bayerische Bereitschaftspolizei (2016):
Profitability analysis for a possible logistics centre for the Bavarian police and justice department
Scientific publications
In this area of expertise, we have published the following research papers in academic journals and at international conferences:
An Exploration into Future Business Process Management Capabilities in View of Digitalization : Results from a Delphi Studyin: Business & Information Systems Engineering, 2021 | Kerpedzhiev, GeorgiKönig, Ulrich MatthiasRöglinger, MaximilianRosemann, Michael | |
Building an Ambidextrous Organization : A Maturity Model for Organizational Ambidexterityin: Business Research, 2020 | Stelzl, KatharinaRöglinger, MaximilianWyrtki, Katrin | |
Customer-centric prioritization of process improvement projectsin: Decision Support Systems, 2020 | Kreuzer, ThomasRöglinger, MaximilianRupprecht, Lea | |
Machine Learning in Business Process Monitoring : A Comparison of Deep Learning and Classical Approaches Used for Outcome Predictionin: Business & Information Systems Engineering, 2020 | Kratsch, WolfgangManderscheid, JonasRöglinger, MaximilianSeyfried, Johannes | |
Quality-Informed Semi-Automated Event Log Generation for Process Miningin: Decision Support Systems, 2020 | Andrews, Robertvan Dun, Christopher G. J.Wynn, Moe T.Kratsch, WolfgangRöglinger, Maximilianter Hofstede, Arthur H. M. | |
Managing Agile Business Processes at N-DECT – Development of a Process-Aware Information System for Agile Business Processesin: vom Brocke, Jan: BPM Cases. Band 2, Springer, Berlin, Heidelberg, 2020 | Geiger, JensJablonski, StefanPetter, SebastianPüschel, LouisRöglinger, Maximilian | |
Capturing Smart Service Systems : Development of a Domain-specific Modeling Languagein: Information Systems Journal, 2019 | Huber, RoccoPüschel, LouisRöglinger, Maximilian | |
How to Exploit the Digitalization Potential of Business Processesin: Business & Information Systems Engineering, 2018 | Denner, Marie-SophiePüschel, LouisRöglinger, Maximilian | |
Conceptualizing Business-to-Thing Interactions : A Sociomaterial Perspective on the Internet of Thingsin: European Journal of Information Systems, 2018 | Oberländer, Anna MariaRöglinger, MaximilianRosemann, MichaelKees, Alexandra | |
Data-driven Process Prioritization in Process Networksin: Decision Support Systems, 2017 | Kratsch, WolfgangManderscheid, JonasReißner, DanielRöglinger, Maximilian | |
Value-based Process Project Portfolio Management : Integrated Planning of BPM Capability Development and Process Improvementin: Business Research, 2016 | Lehnert, MartinLinhart, AlexanderRöglinger, Maximilian |
In addition to its project activities, the Research Center FIM is committed to promoting the exchange of knowledge with colleagues from research and practice. Selected activities are:
- International Conference on Business Process Management (BPM), Vienna, 2019: PC Chair Track “Management”
- European Conference on Information Systems (ECIS), Uppsala, 2019: Track Associate Editor “Modelling and Managing the Digital Enterprise and its Business Processes“
- International Conference on Business Process Management (BPM), Sydney, 2018: Senior PC Track „Management“
- European Conference on Information Systems (ECIS), Portsmouth, 2018: Track Co-Chair „Business Process Management“ together with Jan vom Brocke (University Liechtenstein) and Michael zur Muehlen (Stevens Institute of Technology)
- International Conference on Information Systems (ICIS), Seoul, 2017: Associate Editor im Workshop „Business Process Management – Digital Innovation and Business Transformation“
- Internationale Tagung Wirtschaftsinformatik (WI), St. Gallen, 2017, Associate Editor im Track „Thought Leadership in Digital Transformation“
- European Conference on Information Systems (ECIS), Guimaraes, 2017: Track Co-Chair „Business Process Management“ together with Michael Rosemann (Queensland University of Technology) und Jan vom Brocke (University Liechtenstein)
- International Conference on Business Process Management (BPM), 2017, Program Committee
- International Conference on Information Systems (ICIS), Dublin, 2016: Associate Editor in the Track „Information Systems Design and Business Process Management“
- DIGIT Digital Disruption and Transformation für Banken & Versicherungen, Frankfurt, 2017, Comoderation with Hans Ulrich Buhl and Henner Gimpel
