Value-based Business Process Management
In the digital age, which is characterized by volatility, uncertainty, complexity, and ambiguity, business processes are a critical success factor. Digital technologies such as the Internet of Things, Artificial Intelligence, or Blockchain not only expand the scope for improving existing processes, they also enable novel processes. In the digital age, the opportunities and challenges of business process management (BPM) are to leverage the affordances of digital technologies as well as to support various forms of business processes – ranging from transactional, repetitive, standardized, and centralized to data-driven, proactive, knowledge-intensive, and decentralized – and application contexts – ranging from private customer processes and omni-channel interaction processes to distributed production and innovation processes.
Hence, BPM is still a key capability of organizations. It includes tasks such as the identification, definition and modelling of business processes, their implementation and execution, monitoring and control as well as continuous process improvement and innovation. At the corporate level, successful BPM requires an interplay of capabilities related to strategic alignment, governance, methods, IT, culture, and people.
Against this background, the BPM research group at the FIM Research Center and the Fraunhofer Project Group BISE is dealing with established and emerging issues of BPM in science and practice. To that end, we use design and behavioral research methods, e.g., mathematical modeling, simulation, taxonomies, Delphi studies, method engineering, case studies, prototyping, surveys, and experiments. At the same time, we apply and further develop established BPM methods such as process modeling, process performance analysis, and process mining. Our goal is to understand the fundamental relationships governing BPM as well as to design useful artifacts and innovative BPM concepts that create value in organizations.
Our work can be divided into several interdisciplinary subject areas:
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.
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.
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.
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”.
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).
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.
Selected projects are:
- eBPM (2018-2020):
Development of workshop modules on the topic of innovative business process management
- KEBAP (2018-2019):
Development of an agile BPM system to support KPI-based real-time monitoring
- Smart Devices in production (2017-2019):
Development of a middleware to network between production participants such as humans, machines and productionrelated IT-systems via Smart Devices
- Carl Zeiss (2018):
Digital Progress Assessment – Development and implementation of an evaluation methodology to measure the progress of digital offers/services
- Carl Zeiss (2018):
End-to-end analysis of the digitization potential of the order-to-ship process
- Heinz-Glas (2016-2019):
Process analysis and selection of an ERP system provider and add-on support of system implementation
- Bayerische Bereitschaftspolizei (2016):
Profitability analysis of a potential logistics center for the Bavarian Police and Justice
Based on the results of the research projects, the Research center FIM regularly publishes in international journals and conferences. Selected publications are:
How to Put Organizational Ambidexterity into Practice : Towards a Maturity Modelpresented at: 16th International Conference on Business Process Management (BPM), Sydney, Australia, 2018
Röglinger, MaximilianSchwindenhammer, LisaStelzl, Katharina
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
How to Exploit the Digitalization Potential of Business Processesin: Business & Information Systems Engineering, 2018
Denner, Marie-SophiePüschel, LouisRöglinger, Maximilian
Data-driven Process Prioritization in Process Networksin: Decision Support Systems, 2017
Kratsch, WolfgangManderscheid, JonasReißner, DanielRöglinger, Maximilian
Exploring the Intersection of Business Process Improvement and BPM Capability Development : A Research Agendain: Business Process Management Journal, 2017
Lehnert, MartinLinhart, AlexanderRöglinger, Maximilian
Prioritization of Interconnected Processes : a PageRank-based Approachin: Business & Information Systems Engineering, 2017
Lehnert, MartinRöglinger, MaximilianSeyfried, Johannes
- 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”
- European Conference on Information Systems (ECIS), Portsmouth, 2018: Track Co-Chair „Business Process Management“ in cooperation with Jan vom Brocke (University of Liechtenstein) and Michael zur Muehlen (Stevens Institute of Technology)
- International Conference Wirtschaftsinformatik (WI), St. Gallen, 2017, Associate Editor in the 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) and Jan vom Brocke (University of 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 in Banking & Insurance, Frankfurt, 2017, Co-moderation with Hans Ulrich Buhl and Henner Gimpel
– Lecture “Value-based BPM” (B.Sc.)
– Project Seminar “Value-based BPM” (B.Sc.)
– Project Seminar “Value-based BPM” (M.Sc.)
University of Bayreuth:
– Lecture “Value-based BPM” (M.Sc.)
– Project Seminar “Business & Information Systems Engineering” (M.Sc.)
Prof. Dr. Maximilian Röglinger, Professorship of Business & Information Systems Engineering and Value-based Business Process Management, University of Bayreuth