LEADER 04350nam 22007215 450 001 9910984690503321 005 20250303115245.0 010 $a9783031807930 010 $a3031807936 024 7 $a10.1007/978-3-031-80793-0 035 $a(MiAaPQ)EBC31942460 035 $a(Au-PeEL)EBL31942460 035 $a(CKB)37772245500041 035 $a(OCoLC)1505732572 035 $a(DE-He213)978-3-031-80793-0 035 $a(EXLCZ)9937772245500041 100 $a20250303d2025 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aBusiness Process Management Cases Vol. 3 $eImplementation in Practice /$fedited by Jan vom Brocke, Jan Mendling, Michael Rosemann 205 $a1st ed. 2025. 210 1$aCham :$cSpringer Nature Switzerland :$cImprint: Springer,$d2025. 215 $a1 online resource (291 pages) 311 08$a9783031807923 311 08$a3031807928 327 $aThe Four Challenges of Making BPM a Reality -- Leveraging process mining to optimize internal employee mobility strategies -- The Reality Behind the Theory Process Mining in Action -- The Smart Vending Cabinet Leveraging the Industrial Internet of Things for Business Process Improvement -- Detecting and Mitigating the Event Log Mutability Problem at the Dutch Employee Insurance Agency -- From Process Mining to Thinking Assistants in Logistics -- Process Mining in Textile Production Insights from Penn Textile Solutions -- Adopting the Internet of Things -- Towards User Oriented Process Mining A Collaborative Approach to Minimize Late Payments in Accounts Payable Process -- Deploying Predictive Models for a Process Aware Decision Support System -- Toward a Process Centered Organization The Operational Excellence Journey at Getzner -- Towards the full application of BPM The case of the Brazilian coffee cooperative Cooxupe -- Digitization at VBL with Bitkoms Maturity Model Digital Processes. 330 $aBusiness Process Management (BPM) is at a pivotal moment as new opportunities and demands emerge. On the one side, Artificial Intelligence and process mining facilitate entirely new process design and analysis options. On the other hand, organizations are tasked to ensure their business processes are also sustainable, responsible and explainable. In light of this fast moving context, insights into the actual practice of BPM have become indispensable points of reference. The BPM Cases Volume 3 adds 16 new cases to the existing 53 cases from Volumes 1 and 2, bringing the case collection to a total of 69 cases from many well-known organizations across industries and around the world. The focus of Volume 3 is on the return on BPM, its operationalization in light of constraints (e.g., data inaccuracies), scaling BPM across an organization and how to blend BPM into unique cultural settings. The cases show among others how to apply process mining to generate business value and how data-led BPM ensures evidence-based ways to manage processes. 606 $aInformation technology$xManagement 606 $aBusiness information services 606 $aApplication software 606 $aIndustrial organization 606 $aStrategic planning 606 $aLeadership 606 $aBusiness Process Management 606 $aBusiness Information Systems 606 $aComputer and Information Systems Applications 606 $aOrganization 606 $aBusiness Strategy and Leadership 615 0$aInformation technology$xManagement. 615 0$aBusiness information services. 615 0$aApplication software. 615 0$aIndustrial organization. 615 0$aStrategic planning. 615 0$aLeadership. 615 14$aBusiness Process Management. 615 24$aBusiness Information Systems. 615 24$aComputer and Information Systems Applications. 615 24$aOrganization. 615 24$aBusiness Strategy and Leadership. 676 $a658.4038 700 $aBrocke$b Jan vom$01064042 701 $aMendling$b Jan$01756327 701 $aRosemann$b Michael$01790091 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910984690503321 996 $aBusiness Process Management Cases Vol. 3$94326207 997 $aUNINA