From the article This paper describes a joint effort by two educational and scientific institutes, the HU University of Applied Sciences and Utrecht University, in designing a BPM course that not only transfers theoretical knowledge but lets students also experience real life BPM-systems and implementation issues. We also describe the implementation of the developed module with an indication of its success: it is now running for the fifth time, and although there continue to be points for improvement, over the years several scientific papers in the BPM domain resulted from the course, as well as a reasonable amount of students started their final thesis project in the BPM-domain.
MULTIFILE
Although the contribution of user participation to information sys-tems/information technology (IS/IT) project success is generally acknowledged in the literature, empirical evidence of the different attributes of user participation practices and the role of management in this process is still largely absent. This paper addresses two research questions: first, what determines the attitudes of users to ‘go with a new workflow’ in the case of a Business Process Management (BPM) system implementation? Second, how are these attitudes related to their user satisfaction and use of a BPM system? Based on theories of user participa-tion, management support and implementation effectiveness, a conceptual model is developed that defines a relationship between user participation, user attitudes and success metrics. To test the model, different research methods were used. First, survey data was collected among 78 end-users. Second, nine in-depth open interviews were held with the project manager, key-users and devel-opers. All respondents were employed by a large Dutch administrative social in-surance organisation that had customised and implemented a new and integra-tive BPM system.
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Business Process Management (BPM) and supporting BPM-systems are increasingly implemented within organizations and supply chains. However a common accepted definition of the BPM-concept is omitted and the same is true for the competencies (knowledge, skills and attitudes) that project members need during a BPM-implementation. In this paper we present the results of a survey among Dutch consultants, developers and end-users of BPM-systems. The survey is designed to investigate whether there is a shared view among different disciplines with regard to the definition of BPM and the relevant competencies for BPM implementation. After presentation and interpretation of the results of this survey, we propose an international study to explore if BPM definitions and its relevant competencies differ across regions and cultures.
