Abstract
As organizations continue to focus on improving and managing business processes, the ability to acquire and cultivate the appropriate skilled workforce has remained a challenge. While Business Process Management (BPM) was once defined in terms of tools and technologies, it has recently emerged as a discipline encompassing a broad spectrum of organizational practices. As a result, the skill-sets for BPM endeavors of today’s organizations have gone beyond the automation of processes to encompass a wide variety of strategic, technical, and people skills that are difficult to find in today’s professionals. Many organizations have assigned the process transformation leadership to existing business analysts who find that they require additional training and education. This chapter reviews the role of a business analyst within the context of BPM practice and suggests a curriculum designed to cultivate skills for the emerging business process (BP) analyst.
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- 1.
Kokkonen and Bandara (2010) delve into this topic by exploring what it takes to develop BPM expertise.
- 2.
Hammer (2010) provides a general discussion on what Business Process Management is about and what BPM activities should be generally considered. Burlton (2010) provides a methodological framework and demonstrates how these high-level activities should be broken down into more fine-grained BPM activities in order to successfully implement business strategies by means of BPM. To account for the governance aspects of BPM, Markus and Jacobson (2010) and Spanyi (2010) provide a general introduction into governance in BPM.
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Antonucci, Y.L. (2010). Business Process Management Curriculum. In: vom Brocke, J., Rosemann, M. (eds) Handbook on Business Process Management 2. International Handbooks on Information Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-01982-1_20
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DOI: https://doi.org/10.1007/978-3-642-01982-1_20
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