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Module Specifications

Archived Version 2014 - 2015

Module Title Business Process Management
Module Code CA441
School School of Computing

Online Module Resources

Module Co-ordinatorDr Martin CraneOffice NumberL2.51
NFQ level 8 Credit Rating 0
Pre-requisite None
Co-requisite None
Compatibles None
Incompatibles None
Description
This course will examine the main concepts of BPM, and the context within which it is seen as both desirable and necessary in modern businesses. The environmental conditions and the enabling technologies will be examined, and comparisons drawn with other management techniques.

Learning Outcomes
1. Define and describe a business process and use standard techniques to analyse and re-design a business process
2. Explain the relationship between Business Process Management (BPM) and the enabling technologies
3. Compare BPM techniques with other techniques for introducing process change and improvement
4. Evaluate a business situation and identify in it the relevant driving factors and environmental conditions for process change
5. Appreciate the change management and other cultural issues taht arise in changing business processes
6. Evaluate a workflow modelling problem to identify scope for use of software such as Web Services/ Service Oriented Architecture
7. Demonstrate basic competence in one or more modelling techniques - e.g. Petri Nets, Business Process Modelling



Workload Full-time hours per semester
Type Hours Description
Lecture24Formal lecture (notes made available via web)
Tutorial7Formal Tutorial as Necessary for Certain Topics in Course
Assignment Completion36Research of background for Continuous Assessment
Independent Study27Revision of material & preparation for Examination
Directed learning31Reading of Papers in preparation for lectures
Total Workload: 125

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Elements of Business Systems Engineering

Process Modelling and Analysis

Benchmarking

Total quality management / continuous improvement

Business process engineering/ radical improvement

Using Information Technology to enable BPM

Case Studies

Assessment Breakdown
Continuous Assessment40% Examination Weight60%
Course Work Breakdown
TypeDescription% of totalAssessment Date
Reassessment Requirement
Resit arrangements are explained by the following categories;
1 = A resit is available for all components of the module
2 = No resit is available for 100% continuous assessment module
3 = No resit is available for the continuous assessment component
Unavailable
Indicative Reading List
  • Jackson,Michael and Twaddle, Graham: 1997, Business Process Implementation, AddisonWesley / ACM Press, Harlow,
  • Hammer M. and Champy J.: 1993, Reengineering the Corporation, Harper Collins,
  • Sharp, Alec & McDermott, Patrick: 2001, Workflow Modelling, Artech House, Boston,
  • Davenport, T.: 1993, Process Innovation: reengineering work through information technology, HBR Press,
  • van der Aalst, Wil & van Hee, Kees: 2002, Workflow Management, MIT Press, Cambridge,
  • Reijers, Hajo A.: 2003, Design and Control of Workflow Processes, Springer-Verlag, Berlin,
  • Smith, Howard & Fingar, Peter: 2003, Business Process Management (BPM): The Third Wave, Meghan-Kiffer Press,
  • Carr, Nicholas G.: 2004, Does IT Matter? Information Technology and the Corrosion of Competitive Advantage, Harvard Business School Press,
  • Sethi, Vikram and William R. King: 1998, Organisational transformation through business process reengineering, Prentice Hall,
  • Galliers, R and W. Baets: 1998, Information Technology and organisational transformation, innovation for the 21st century, Wiley,
  • Dutta, Soumitra and Jean Francois Manzone: 1999, Process reengineering, organisational change and performance improvement, McGraw Hill,
  • Peppard, Joe and Philip Rowland: 1995, The essence of business process reengineering, Prentice Hall,
  • Keen, Peter: 1991, Shaping the future: business design through information technology, HBR Press,
  • Scott-Morton, M.S.: 1991, The corporation of the 1990's: information technology and organisational transformation, Oxford University Press,
  • Champy, J.: 1995, Reengineering Management: the mandate for new leadership, Harper Collins,
  • Pidd, Michael: 1992, Computer simulation in management science, Wiley,
  • Nelson R. and S. Winter: 1982, Evolutionary theory of economic change, Belknap,
  • Checkland, P. and J. Scholes: 0, Soft systems methodology in action, Wiley,
  • Jörg Becker, Martin Kugeler & Michael Roseman (eds): 2003, Process Management, Springer,
  • Van der Aalst, Wil, Desel, Jörg, Oberweis, Andreas: 1998, Business Process Management, Springer,
  • Karagiannis, D., Junginger, S., Strobl, R.: 1996, Introduction to Business Process Management Systems Concepts, Springer,
  • Watson, Gregory H.: 0, Business Systems Engineering, Wiley,
  • Utterback, James M.: 0, Mastering the Dynamics of Innovation, Harvard Business School Press,
  • Johansson, J. H., McHugh, P., Pendlebury, A. J. & Wheeler, W. A.: 0, Business Process Reengineering: breakpoint strategies for market dominance, Wiley,
  • Khoshafian, Setrag & Buckiewicz, Marek: 0, Introduction to Groupware, Workflow, and Workgroup Computing, Wiley,
Other Resources
None
Programme or List of Programmes
BSSAStudy Abroad (DCU Business School)
BSSAOStudy Abroad (DCU Business School)
ECBSc in Enterprise Computing
ECSAStudy Abroad (Engineering & Computing)
ECSAOStudy Abroad (Engineering & Computing)
HMSAStudy Abroad (Humanities & Soc Science)
HMSAOStudy Abroad (Humanities & Soc Science)
SHSAStudy Abroad (Science & Health)
SHSAOStudy Abroad (Science & Health)
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