Based on the Business Process Management – Discipline (BPM-D) Framework
Enabling the Next Generation Enterprise


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Executive Workshop:
Introduction to BPM-Discipline

 

 
Business success is increasingly dependent on the ability of organisations to implement strategic change rapidly and efficiently. We have developed the Business Process Management-Discipline – a unique, workable structured approach – which enables business leaders to meet this complex challenge.

Our half-day workshop is designed for up to 15 senior executives looking for new ideas. We will introduce you to the power of the BPM-Discipline and explain some of the essential components of this value-driven BPM function.

There is plenty of opportunity for interaction with case studies, questions and practical examples illustrating how BPM-D can transform your organisation into an agile “next generation enterprise”.
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Previous participants have rated the experience very highly:

“As well as providing a strategic overview I liked the personal approach. I enjoyed hearing other people’s questions and I was impressed by how Peter and Mathias were able to address specific issues on the spot.”

“A good mix of high-level people.”

“I came away with the tools I need to explain the value of process management and push for change within my organisation..”

“This session was able to cover all aspects of BPM in a way that I can go back to my company and explain the value of process management and push for change within my organization.”

“A great opportunity to interact and reflect.”
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Introduction into Key Components of the BPM-DisciplineTM
Web-Based Training with Certification

Company Licenses Available

Business Process Management (BPM) transforms strategy into execution – at pace with certainty. This online course discusses the value and definition of the BPM-Discipline. It introduces the main components of the BPM-Discipline based on the patent pending BPM-D™ Framework and shows how they deliver significant value in practice. Case examples and lessons learned complete the course.

The course is designed to go over 4 weeks with about 2 hours of skill-developing learning time per week. At the end of the session participants have the opportunity to go through a short test of their BPM-Discipline learnings with the opportunity to receive a BPM-D™ Basics Certificate. Advanced web-based classes are in development.

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  • Kirchmer, M., Franz, P., Rosing, M.v.: The Chief Process Officer: An Emerging Tope Management Role. In: Rosing, M.v., Scheer, A.-W., Scheel, H.v.: The complete Business Process Handbook – Body of Knowledge from Process Modeling to BPM, Volume 1, Amsterdam, Boston, e.a. 2014, p. 343-348.
  • Rosing, M.v., Kirchmer, M.: Focusing Business Processes on Superior Value Creation: Value-oriented Process Modelling. In: Rosing, M.v., Scheer, A.-W., Scheel, H.v.: The complete Business Process Handbook – Body of Knowledge from Process Modeling to BPM, Volume 1, Amsterdam, Boston, e.a. 2014, p. 475-491.
  • Rosing, M.v., Scheer, A.W., Scheel, H.v., Kirchmer, M., Franz, P. and others: Business Process Trends. In: Rosing, M.v., Scheer, A.-W., Scheel, H.v.: The complete Business Process Handbook – Body of Knowledge from Process Modeling to BPM, Volume 1, Amsterdam, Boston, e.a. 2014, p. 187-216.
  • Kirchmer, M., Franz, P: Targeting Value in a Digital World. BPM-D Paper, Philadelphia, London, October 2014.
    Sign in or register to download pdf here
  • Kirchmer, M.: Management of Process Excellence. In: Brocke, v. J., Rosemann, M. (ed.): Handbook on Business Process Management 2 – Strategic Alignment, Governance, People and Culture. 2nd edition, NewYork, Berlin e.a. 2014.
  • Kirchmer, M., Franz, P: Chief Process Officer – The Value Scout. BPM-D Paper, Philadelphia, London, June 2014.
    Download pdf here
  • Kirchmer, M: Value-driven Design and Implementation of Business Processes – From Strategy to Execution at Pace with Certainty. Proceedings of the Fourth International Symposium on Business Modelling and Software Design, Luxembourg, 24-26 June 2014, pp. 297-392.
    View pdf here
  • Kirchmer, M., Laengle, S., Masis, V.: Transparency-driven Business Process Management in Healthcare Settings. In: Technology and Society Magazine, IEEE (Volume:32 , Issue: 4 ), Winter 2013.
    View pdf here
  • Kirchmer, M., Hofmann, R.: Value-driven Process Governance – Wettbewerbsvorteile durch die richtige Processorganisation. In: IM+io Fachzeitschrift fuer Innovation, Organisation und Management, Germany, 03/2013.
    View pdf here
  • Kirchmer, M., Lehmann, S., Rosemann, M., zur Muehlen, M.: Research Study – BPM Governance in Practice. Accenture Whitepapers, Philadlphia 2013.
  • Kirchmer, M.: How to create successful IT projects with Value-driven BPM. In: CIO Magazine online, 27 February, 2013.
  • Kirchmer, M.: Das wertorientierte Business Process Management: Der Schluesser fuer erfolgreiche IT Projekte. In: IM Information Management und Consulting, Germany, 4/12.
    View pdf here
  • Kirchmer, M.: The role of social media in BPM initiatives – Transparency, efficiency and communication are key advantages. In CRM.com, September, 28th 2012.
  • Franz, P, Kirchmer, M.: The Chief Process Officer – A Role to Drive Value, Accenture Whitepapers, London, Philadelphia 2012.
  • Franz, P, Kirchmer, M.: Social BPM, Accenture Whitepapers, London, Philadelphia 2012.
  • Kirchmer, M: Enabling Innovation through Business Process Management, Philadelphia 2011.
  • Franz, P., Kirchmer, M., Rosemann, M.: Value-driven Business Process Management – Which values matter for BPM. Accenture/Queensland University of technology BPM Publication, London, Philadelphia, Brisbane 2011
  • Kirchmer, M: Competitive Advantage in an Era of Change: 11 Typical Business Situations where Business Process Management delivers Value. Accenture BPM Publication, Philadelphia 2011.
  • Kirchmer, M.: The Process of Process Management: Delivering the Value of Business Process Management. Accenture BPM Publication, Philadelphia 2011.
  • Kirchmer, M.: Management of Process Excellence – High performance through Innovation and Agility. In: Brocke, v. J., Rosemann, M. (ed.): Handbook on Business Process Management, Volume 2. NewYork, Berlin e.a. 2010.
  • Kirchmer, M., Gutierrez, F., Laengle, S.: Process Mining for Organizational Agility. In: Industrial Management, January / February 2010.
    View pdf here
  • Kirchmer, M: Mit Sushi und Hummer in virtuelle Welten. In: Heuser, L.: Heinz’ Life – Kleine Geschichten vom Kommen und Gehen des Computers, Muenchen 2010.
  • Kirchmer, M.: Business Process Lifecycle Management – Value and Versatility for High Performance (presentation). In: Accenture (ed.): Documentation for Accenture Oracle Leadership Conference, Miami 4/2009.
  • De la Vaga, R., Kirchmer, M., Laengle, S.: The Real-Time Enterprise. In: Industrial Management, July/August 2008.
  • Kirchmer, M.: Process Innovation through Open BPM. In: Pantaleo, D., Pal, N.: From Strategy to Execution – Turning Accelerated Global Change into Opportunity, Berlin, New Yor, e.a. 2008, pp. 87-107.
  • Kirchmer, M.: Knowledge Communication Empowers SOA for Business Agility. In: The 11th July 8-11, 2007, Orlando, Florida, Proceedings, Volume III, pp. 301-307, 2007. World Multi-Conference on Systemics, Cybernetics and Informatics, July 8-11, 2007, Orlando, Florida, Proceedings, Volume III, pp. 301-307, 2007.
  • Kirchmer, M.: Business Process Innovation through Open BPM with SOA. Whitepaper. Berwyn 2007.
  • Kirchmer, M., Spanyi, A.: Business Process Governance. Whitepaper, 2nd revised edition. Berwyn, PA 2007.
  • Majchrzak, A., Logan, D., McCurdy, R., Kirchmer, M.: Four Keys to Managing Emergence. In: MIT Sloan Management Review, Winter 2006, Vol 47, No. 2.
  • Majchrzak, A., Logan, D., McCurdy, R., Kirchmer, M.: What Business Leaders can Learn from Jazz Musicians about Emergent Processes. In: Scheer, A.- W., Kruppke, H., Jost, W., Kindermann, H.: Agility by ARIS Business Process Management. Berlin, New York, and others 2006.
  • Kirchmer, M.: Business Process Governance: Orchestrating the Management of BPM. Whitepaper, Berwyn, PA 2005.
  • Kirchmer, M: ARIS SmartPath – From Process Design to Execution in Small and Medium Enterprises. In: Scheer, A.-W., Jost, W., Wagner, K. (eds): Von Prozessmodellen zu lauffaehigen Anwendungen – ARIS in der Praxis. Berlin, New York, and others 2004, pp. 87-98.
  • Kirchmer, M., Pantaleo, D.: Business Process Automation: A Framework for Combining Best and Next Practices for the Agile Enterprise. In: Pal, N., Pantaleo, D. (eds): The Agile Enterprise, New York 2005, pp. 33-48.
  • Kirchmer, M., Scheer, A.-W.: Business Process Automation – Combining Best and Next Practices. In: Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M. (ed.): Business Process Automation – ARIS in Practice. Berlin, New York, and others 2004, p. 1-15.
  • Kirchmer, M.: E-business process networks – successful value chains through standards. In: Journal of Enterprise Management, Vol. 17 No. 1, 2004.
  • Scheer, A.-W., Kirchmer, M.: Business Process Excellence & OR. In: OR/MS Today, Volume 81, Number 2, April 2004.
  • Kirchmer, M., Scheer, A.-W.: Change Management – Key for Business Process Excellence. In: Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M. (ed.): Business Process Change Management – ARIS in Practice. Berlin, New York, and others 2003, p. 1-14.
  • Gulledge, T., Sommer, R., Kirchmer, M., Simon, G.: Analyzing maintenance collaboration in multiple overlapping SAP instances. In: Jagdev, H., Wortmann, J., Peis, H. (eds): Collaborative Systems for Production Management. Norwell, MA, Dordrecht, The Netherlands 2004, pp.587-601.
  • Kirchmer, M.: e-Business Process Improvement (eBPI): Building and Managing Collaborative e-Business Scenarios. In: Callaos, N., Loutfi, M., Justan, M.: Proceedings of the 6th Informatics. Orlando 2002, Volume VIII, p. 387-396.
  • Kirchmer, M., Brown, G., Heinzel, H.: Using SCOR and Other Reference Models for E-Business Process Networks. In: Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M. (ed.): Business Process Excellence – ARIS in Practice. Berlin, New York, and others 2002, p. 45-64.
  • Kirchmer, M.: e-Business Processes – A Complete Lifecycle Management Approach. White Paper. Berwyn 2000.
  • Kirchmer, M., Enginalev, A.: Internationales Informationsmanagement – Aufbau von Informationssystemen im internationalen Verbund. In: Zentes, J., Swoboda, B. (eds): Fallstudien zum Internationalen Management, Wiesbaden 2000, pp. 717-729.
  • Kirchmer, M.: Market- and Product-Oriented Definition of Business Processes. In: Elzina, D.J., Gulledge, T.R., Lee, C.-Y. (Ed.): Business Engineering. Norwell 1999, p. 131-144.
  • Kirchmer, M.: Vom Unternehmensziel zur Tabelleneinstellung: Geschaeftsprozessorientierte Einfuehrung von SAP R/3. In: Pressmar, D., Scheer, A.-W. (eds): SAP R/3 in der Praxis – Neuere Entwicklungen und Anwendungen, Schriften zur Unternehmensfuehrung, Wiesbaden 1998, pp. 57- 76.
  • Kirchmer, M., Lameter, F.: Geschaeftsprozessoptimierung – Kernaufgabe der SAP-Einfuehrung. In: Scheer, A.-W. (ed.): Rechnungswesen und EDV, 15. Arbeitstagung, Saarbruecken 1994, S. 497-520.