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Books, Articles & Publications

The Complete Business Process Handbook Volume 1

The Complete Business Process Handbook Volume 1

Prof. Mark von Rosing, Prof. Dr. August-Wilhelm Scheer, Henrik von Scheel, et al

The Complete Business Process Handbook is the most comprehensive body of knowledge on business processes. With expert guidance from authors and editors Mark von Rosing and Henrik von Scheel, it is written as a practical guide for Executives, Practitioners, Managers and Students by the authorities that have shaped the way we think and work with process today.

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The Complete Business Process Handbook, Volume 2 – Extended Business Process Management

 Mark von Rosing, John Zachman, Henrik von Scheel

Volume 2 is the most comprehensive body of knowledge around Extended Business Process Design and Management. Revealing new research and gives the most comprehensive picture on contemporary Business Process Management (BPM). A practical guide for Executives, Managers, Practitioners, Researchers and Students with a on descriptions of how to work with it. Written by the authorities that have shaped the way we think and work with processes today. It stands out as a masterpiece, being part of the BPM bachelor and Master degree curriculum at universities around the world, with revealing academic research and insight from the leaders in the market.

What Executives, Managers, Practitioners, Researchers and Students need to know about:

  • Ground-breaking new research on BPM best practices, LEADing practices and outperformers vs. underperformers
  • Linking between Business Model and Process Model
  • Discover how to link to strategy and critical success factors
  • Combine Enterprise Architecture & BPM
  • Explore the importance of BPM Requirement Management, Process Architecture Categorization & Classification
  • Learn how to Value-based Process Modelling
  • How to work with Business, Information and Data objects extended BPMN and Value Delivery Modelling
  • Working with multiple owners and thinking in Layers
  • Applying Process Decomposition & Composition
  • Uncover the BPM Flow Patterns Role modelling
  • Working with multiple owners and thinking in Layers
  • Applying Process Decomposition & Composition
  • Role modelling
  • From easy to advanced Rule & Compliance modelling
  • Learn about Advanced Process Automation
  • Link between process models and information models
  • From easy to advanced Rule & Compliance modelling
  • Learn about Advanced Process Automation
  • Link between process models and information models
  • How to Blueprinting and Process Modelling
  • Discover BPM Innovation and Transformation
  • Hands on maps, matrices and models, that can be used by anybody
  • Explore comprehensive Frameworks, Methods and Approaches
  • Discover Process as the key for the cloud journey
  • Practical continuous improvement with Way of Governance
  • Practical guide how organization can apply LEADing Practice eXtended BPMN Standard

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The Complete Business Process Handbook, Volume 3 – Leading Practices from the Outperformers

Mark von Rosing, Henrik von Scheel

Volume 3 is the most collection of award winning real-life examples of leading organizations who apply leading practices to outperform the market. Learning from the outperformers in terms of what works and what does not work, the book is structured as a practical guide for Executives, Managers, Practitioners, Researchers and Students with hands on descriptions of how to the work with it. From the executive layers that define the strategies, the critical success factors and the goals of the business. To the business managers that administer, governs, evaluate and monitor the business as well as the operational layer, responsible for the deliver an execution. Details and what works and how and where to apply the learned will be in the various cases.

What Executives, Managers, Practitioners, Researchers and Students need to know about:

  • Real-world and BPM Award-Winning examples from industry leaders
  • In-depth look at how to adopt leading BPM practices to improved competitive advantage
  • Learn how the leaders apply business process today and how to get started
  • Explore how to differentiate by linking business models to process model, therefore including performance and value drivers
  • Discover ground-breaking new research on BPM best practices, LEADing practices and Outperformers vs Underperformers
  • Learn from the leaders the structure the way of Thinking, Working and Modelling
  • Explore the lessons learned from the outperformers
  • Explore benefit from a comprehensive compilation of applied real-world examples of LEADing practices early adopters
  • Practical guide how to apply the lessons learned
  • Avoid the common pitfalls that lead to failed BPM projects, and ultimately, poor BPM adoption

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Business Process Model and Notation

Mark von Rosing, Stephen White, Fred Cummins, Henk de Man

This chapter is intended to provide an overview and introduction to the Business Process Model and Notation (BPMN). We will describe BPMN and its historic development. In addition, we will provide the general context and usage of BPMN, layered upon the technical details defined in the BPMN 2.0 Specification. The basics of the BPMN notation will be described—that is, the types of graphical shapes, their purpose, and how they work together as part of a Business Process Model/Diagram. Also discussed will be the different uses of BPMN diagram types, including how levels of precision affect what a modeler will include in a diagram. Finally, the value in using BPMN as a standard notation will be defined.

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The BPM Ontology

Mark von Rosing, Wim Laurier, Simon M. Polovina

The BPM ontology presented in this chapter should help to remedy the inconsistent use of these terms by providing benchmark terms and definitions and mapping those terms and definitions to the terms in the vocabularies of other existing frameworks. As these mappings demonstrate the shared use of terms in the BPM ontology and several business standards and reference frameworks, we could argue that the BPM ontology documents (i.e., externalizes) a tacit business folksonomy that was mainly shared through socialization before. Part of the BPM ontology presented here is an explicit business folksonomy that is supported by a wide community of practitioners and academics.

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The Business Ontology Research & Analysis

Mark von Rosing

The Business Ontology presented in this publication has taken the Global University Alliance members over a decade to research and develop, with hundreds of ‘man years’ involved to create the product introduced in this paper. This paper provides an overview of he business ontology research and analysis done and elaborates on its development and adaption journey. This research paper therefore has the aim to provide an overview of the research and analysis that has been done around the subject of Business Ontology.

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Value Delivery Modelling

Fred Cummins, Henk de Man & Mark von Rosing

Value Modeling is one of the most common dilemmas and challenges confronting companies today, regardless of factors such as size, revenue, industry, region or business model. There is a need to manage decisions to make large-scale investments in business and IT-enabled capabilities as well as to ensure that these complex investments are effectively and efficiently transformed into the different competencies to realize concrete business value. In far too many cases, this business value simply is not realized.

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Applying Real-World BPM in an SAP Environment

Mark von Rosing, Ann Rosenberg, Greg Chase, Rukhshaan Omar, James Taylor

Managing your business processes wisely is key to staying ahead of your competitors! This book is your guide to implementing Business Process Management in all its aspects in your SAP-centric business and IT. It explains how BPM and standard software work together, how to prepare your company for the project, and how to put technology, governance, and the philosophy behind it in action. Extensive use cases from well-known SAP customers including technical and process details make this book a true real-world experience!

Topic Highlights:

  • What drives BPM — the 4 approaches
  • BPM Technology
  • BPM Methodology
  • Business rules and decisions
  • BPM for core processes
  • Industries, Themes, and Cross-industry Topics
  • Governance
  • Process Content
  • BPM Skills
  • Tuning Business Rules

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Danmarks Fremtid (Denmark’s Future)

Mark von Rosing, Bent Jørgensen, Henrik von Scheel

Leading scientists and representatives of the innovative part of the Danish research, finance and business world highlight the fundamental question:   Is it possible to use a changing market, such as growth and crises times to create new value adding conditions for your organization? This book covers groundbreaking subjects from strategy execution, business model, revenue model, service model, how to develop the operating model, increase the value model and improve the performance model. All of this is illustrated in various cases from Jysk, TDC, Novo, Danish Crown, Velux, Danish Defense, Danish Bank, Saxo Bank.

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Passports to Success in BPM; Real-World, Theory and Applications

Mark von Rosing, Nathaniel Palmer, Frank Kowalkowski, Peter Schooff, Mark von Rosing, Keith Swenson, Layna Fischer, Lloyd Dugan

Is your BPM project set up for success or failure? Knowing what your BPM success will look like before you even begin your journey will help you achieve it. So will knowing what are the most common causes of failure. We learn more from failure than success, but it’s easier, cheaper and quicker to learn from others’ mistakes rather than go through the pain personally. BPM projects fail more often as a result of missed expectations than inadequate technology. In this book you will learn how to create and present a credible business case and plan for success, see particularly the chapter BPM Success Manifesto.

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Initial thoughts on a Sustainability Framework

Initial thoughts on a Sustainability Framework

Prof. Mark von Rosing, Maria Hove and Henrik von Scheel

While economies are crumbling and markets are changing, customer are changing their demands as well. One of the biggest changes in customer demand is the need to be Sustainability-focused. A new research on this subject from UN Global Compact, underpins that 93 percent of 766 global CEOs surveyed believe that sustainability is critical to the future success of their companies. In fact, 80% of them said that the global economic downturn accelerated their conviction to embrace sustainability practices in order to differentiate in the market.

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Industry Standards

Prof. Mark von Rosing, Henrik von Scheel, et al

The Global University Alliance Industry Standard groups consist of non-profit User Group and Industry Standard Committees that provides a global platform for  executives, experts, academics, thought-leaders, practitioners and researchers to Industry Standards based on Best Practice & Leading Practices.

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Conceptual Structures in LEADing and Best Enterprise Practices

Simon Polovina, Mark von Rosing, Wim Laurier

Conceptual Structures are beginning to make an impact in Industry. This is evidenced in LEAD as it seeks to provide its 3100+ industry practitioners in many Fortune 500 and public organisations with capabilities that can handle ontology and semantics. The existing ontology and semantics work in LEAD, supported by the Global University Alliance, is described and how this enhances their endeavours. In LEAD, Conceptual Structures are becoming pivotal in the way of thinking, working and modelling around LEAD’s enterprise and industry standards.

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Role Oriented Modelling

Mark von Rosing, John A. Zachman, Maxim Arzumanyan

This paper focuses on the importance of roles as a means of capturing important details about the engineering, modelling and architecture relationships based on role orientation. The importance of employees as knowledge workers acting in the correct roles is not a new phenomenon, but as work, itself becomes less tangible, concerns with understanding, describing, and managing roles becomes an increasingly complex, challenging, and important subject. In the knowledge economy, there is now a greater need to be clear in having meaningful and well-described roles that set out the part or parts that each actor will perform within the enterprise. It is therefore critically important for our frameworks, methods, approaches and practices to catch up to our needs in this area.

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Introduction to the Business Ontology

Mark von Rosing, Wim Laurier

Based on the long-standing work of the Global University Alliance and its members, ontology is introduced for the business domain. This ‘business ontology’ incorporates all the constructs that can be found in the most popular business standards and frameworks. The business ontology’s research and development journey is detailed; in terms of the how the research and findings came about, including the underlying academic design science that is informed by practitioners’ industrial experiences. It explains the value of ontology, from which the need for the business ontology can be justified and gives it presence in business practice. The paper concludes with a discussion on the ontology’s present status and future potential.

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The Business Ontology

Mark von Rosing, Wim Laurier

Standards bodies (e.g., ISO, CEN, LEADing Practice, OMG) and other practitioner organisations have documented vast amounts of business knowledge as frameworks (e.g., TOGAF, ITIL, and COBIT), methods and or approaches (e.g. LEAN, Six Sigma, BPR, TQM, Zero Defect, BPMN, BPMS). Each of these standards, frameworks, methods and approaches have their own vocabulary, and hence definition of terms like business process, process step, process activity, events, role, owner, measure or even rule. This semantic heterogeneity might hamper mutual understanding, communication and artefact integration between standards bodies and organisations applying their standards. (Jung, 2009) What is needed is a unified ontology and vocabulary for business that is rigorously built according to academic and industry standards and at the same time sufficiently detailed to be immediately applicable by practitioners in areas such as business modelling. This paper introduces a business domain ontology, which from now on will be referred to as the ‘business ontology’, which incorporates all constructs that can be found in the most popular business standards and frameworks.

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Using a Business Ontology for structuring Artefacts: Example – Northern Health

Mark von Rosing, Bonnie Urquhart, John A. Zachman

This case story describes how the Business Ontology can be used to structure organizational artefacts. Northern Health was chosen for this case story because of the complexity and nature of their industry. Using a Business Ontology for structuring artefacts exemplifies the power of integrated and standardized artefacts in facilitating alignment, transformation and the management of a complex project portfolio involving multiple programs and projects through a structured way of thinking, way of working and way of modelling. This case story will discuss what artefacts are, what they consist of, their purpose, and how the Global University Alliance’s Business Ontology was used effectively to develop a structured way of thinking, working and modelling. Furthermore, this paper presents the artefacts that provided the foundation for developing Northern Health-specific reference content and explains how they could be reused by various projects within the organization. It also includes the lessons learned on where these artefacts could be applied and the benefits of applying them.

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The Impact of Culture Differences on Cloud Computing Adoption

Fan Zhao, Hans-Jürgen Scheruhn, Mark von Rosing

To cut cost, while increasing competitiveness, more and more small and medium-sized enterprises (SMEs) are considering cloud computing technology for supporting their business processes. However, initial cost, possible long term cost, security, accessibility and transformation issues are concerned by the organizations. By adopting LEADing Practices and Hofstede national culture dimensions, this study provides substantive conclusions about the transformation effects of national culture dimensions on cloud computing acceptance in organizations.

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ASAP Methodology 7 Core

Mark von Rosing, Ann Rosenberg

In 2009, behind-the-scenes work was undertaken to harmonize the way we proj- ect-manage SAP implementations. The result is the new ASAP Methodology for Implementation 7, which was launched in February 2010. The new ASAP meth- odology brings together the previous ASAP methodology, Business Intelligence Solution Accelerator (BISA) methodology, value delivery principles, business pro- cess management methodology, and service-oriented architecture methodology.

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Business Value Management: A Way To Plan, Create and Realize Value (danish paper)

Mark von Rosing

An interesting fact about companies is that they spend most of their time trying to realize value. That in itself is quite understandable, but it is a fatal misconception not recognize the fact that there is a direct link between value planning, value creation and the subsequent implementation thereof. Value Modeling is one of the most common dilemmas and challenges confronting companies today, regardless of factors such as size, revenue, industry, region or business model. There is a need to manage decisions to make large-scale investments in business and IT-enabled capabilities as well as to ensure that these complex investments are effectively and efficiently transformed into the different competencies to realize concrete business value. In far too many cases, this business value simply is not realized. How to do this is being discussed in this paper.

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Combining BPM and EA in Complex IT Projects: (A Business Architecture Discipline)

Mark von Rosing, Maria Hove, Raghavendra Subbarao Rao, Tom W. Preston

The paper presents the up-to-date subject of why BPM and Enterprise Architecture should be an integrated part of any complex IT project. While nearly all Enterprise Architecture frameworks and methods include approaches of how to handle or work with process, none of the existing EA approaches actually incorporate Business Process Management in their EA disciplines. The benefits as well as different ways of how to combine these disciplines will be elaborated and illustrated in this paper.

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