Business Process Management (BPM) - Students

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Alex Kokkonen Email: akokkone@jjpau.jnj.com

Principal Supervisor: Dr Wasana Bandara

Associate Supervisor: Professor Michael Rosemann

Expected Completion Date: October 2008

Title: Business Process Expertise

Abstract:

As medium and large organizations attempt to become more Business Process focused and oriented, managing their Business Processes accordingly, Business Process Expert roles are increasingly being introduced. Whilst great attention is being paid to the technological aspect of Business Process Management (BPM)1, relatively little work has been done concerning the People factor (Rosemann, De Bruin et al. 2005) of BPM and the characterisation of BPM Expertise. As a result, there appears to be little common understanding of what the term ‘Business Process Expert’ (BPX) is and means in practice; it’s characterisation or what the fundamental attributes of BPM Expertise, and their structure, interrelationships and dynamics are. In practice, understanding of what ‘BPM Expertise means, and what the fundamental attributes of BPM Expertise are is not clear.

There are direct implications of the meaning and characterisation of BPM Expertise as a key strategic component itself, as well as for those involved in BPM and  BPM strategic development, and the recruitment, development and education of people in organizations. Understanding the characterization of BPM Expertise is a predecessor to being able to develop it. Whilst there is a substantial body of knowledge on expertise in general, relatively little has been accomplished to investigate the development of expertise (Platt 2002), contributing to the void in the understanding of the implications for the attributes and dynamics of BPM Expertise at all organizational levels.

The aims of this research are firstly to address the question ‘what is BPM Expertise?’ including exploration, explanation, definition and critique of the terms ‘BPM Expertise’ and  ‘Business Process Expert’. Secondly to identify, describe and define the key attributes characterising ‘BPM Expertise’, outlining their structure, dynamics and interrelationships, and the corresponding major implications for organizations, the fields of BPM and expertise. Finally, the development of a comprehensive A-priori model of the attributes characterising BPM Expertise, with a view to facilitation of BPM education, for all business process stakeholders, at all organizational levels particularly management.

Key Words: Expert, experience, expertise, levels of expertise, characteristics of expertise, business processes, knowledge, knowledge dynamics, knowledge flow, characteristics, attributes, dynamics, definition, context, domain, self, interrelationships, knowledge model, mental model, living systems, autopoeisis, behavioural profiling, awareness, sensing, flow, memory, case study, action research, multiple case study methodology, qualitative