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.”


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, 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.