ECQA Certified Business Process Manager (BPM)

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European Certification and Qualification Association Piaristengasse 1, A-3500 Krems , Austria Tel.: +43 (0)316 815910 Fax.: +43 316 815912

www.ecqa.org info@ecqa.org

ECQA Certified

Business Process Manager (BPM)

Introduction, literature review and research

Authors:

Document preparation: Anca Draghici, Politehica University of Timisoara – Romania Skillcard structure and content: Tomislav Rozman, BICERO Ltd. – Slovenia

Professional review: Romana Vajde Horvat, proHuman Ltd. - Slovenia Professional review: Damjan Ekert, ISCN Ltd. - Austria

Professional review: Gabriela Fistis, Denkstatt RO - Romania

LIFELONG LEARNING PROGRAMME LEONARDO DA VINCI, Transfer of Innovation

CONTRACT NO. LLP-LdV/TOI/10/RO/010 PROJECT NO. 2010-1-RO1-LEO05-07445 Workpackage: 4 (Skill Set Design)

Deliverable: 04-002 – CertiBPM Skills

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European Certification and Qualification Association www.ecqa.org

Document history:

Date Version Change Author

18.03.2011 0.1 Initial version Anca Draghici

22.06.2011 0.2 Improvements Tomislav Rozman

10.11.2011 0.3 Minor improvements, prepared for distribution

Anca Draghici & Tomislav Rozman

10.11.2011 0.4 Quality review Tomislav Rozman

Document distribution list:

Whole CertiBPM project group and experts from the National Agency in Romania (NA)

No Country code Name of organisation/institut ion in national language Contact person

Street and No. Town/City, Postcode, Country Telephone Fax, e-mail P0 RO Universitatea Politehnica din Timisoara Prof. Anca Draghici P-ta Victoriei 2, 300006, Timisoara, Romania +40 744178210 +40 256403610 adraghici@eng.upt.ro P1 SI BICERO, Center za poslovno informatiko Rozman,d.o.o. Dr. Tomislav Rozman

Polanska cesta 70, SI-2312 Orehova vas, Slovenia +386 2 60 50 014 - tomislav.rozman@bicero .com P2 SI proHUMAN Sodelovanje in poslovno vodenje d.o.o. Dr. Romana Vajde Horvat

Prušnikova ulica 30, SI-2000 Maribor, Slovenia +386 3 4206 572 +386 3 4206 572 info@prohuman.si P3 AT I.S.C.N. GesmbH Dr. Richard Messnarz Liebenauer Hauptstrasse 2-6, 8041 Graz, Austria +43 316 811198, +43 316 811312; rmess@iscn.com P4 RO DENKSTATT ROMANIA Fistis Gabriela P-ta Unirii nr. 6, Timisoara, Romania +40 256 434397 +40 735 172088 gabriela.fistis@denkstatt. ro Document location:

Latest version of the document is available at:

Google Apps/Docs, CertiBPM project (available at URL https://docs.google.com for project group members)

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Content of the Skills Card

ECQA Certified Business Process Manager ... 4

1. Introduction. Definitions. General context description ... 4

2. The need for BPM training/qualification and certification: ... 6

3. Analysis of similar BPM training and certification programs on the market ... 9 CertiBPM Skill Set (final version - Nov. 2011) - 540 min ... Error! Bookmark not defined.

1 BPM.U0 - Informative package ... Error! Bookmark not defined.

1.1 BPM.U0.E0 – Introduction... Error! Bookmark not defined.

1.2 BPM.U0.E1 - ECQA and certification information ... Error! Bookmark not defined.

1.3 BPM.U0.E2 - Conclusions and References data base ... Error! Bookmark not defined.

2 BPM.U1 - Process oriented management ... Error! Bookmark not defined.

2.1 BPM.U1.E1 - Management Systems ... Error! Bookmark not defined.

2.2 BPM.U1.E2 - Managing BPM projects ... Error! Bookmark not defined.

2.3 BPM.U1.E3 - BPM and Modelling ... Error! Bookmark not defined.

2.4 BPM.U1.E4 - Documenting Business Processes ... Error! Bookmark not defined.

2.5 BPM.U1.E5 - Process Simulation & Analysis basics, tools and techniquesError! Bookmark not defined.

2.6 Appendix 1 - An example of good practices / Exercises ... Error! Bookmark not defined.

3 BPM.U2 - BPM and Information Technologies ... Error! Bookmark not defined.

3.1 BPM.U2.E1 - Choosing your BPM tool/platform ... Error! Bookmark not defined.

3.2 BPM.U2.E2 - BPM tools/platform ... Error! Bookmark not defined.

3.3 BPM.U2.E3 - BPM and Enterprise architecture... Error! Bookmark not defined.

3.4 BPM.U3.E4 - BPM systems and IT integration ... Error! Bookmark not defined.

3.5 Appendix 2 - Excercises ... Error! Bookmark not defined.

4 BPM.U3 - BPM human aspects. Frameworks and Standards ... Error! Bookmark not defined.

4.1 BPM.U3.E1 - Human factors in BPM ... Error! Bookmark not defined.

4.2 BPM.U3.E2 - Motivating people for process change ... Error! Bookmark not defined.

4.3 BPM.U3.E3 - BPM models, frameworks and standards ... Error! Bookmark not defined.

5 BPM.U4 - BPM Specializations ... Error! Bookmark not defined.

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ECQA Certified Business Process Manager

1. Introduction. Definitions. General context description

To improve business efficiency/effectiveness, companies should automate their business processes using information technology. One of most successful and proved approaches is process-oriented approach, which is also advocated in ISO 9001 quality standards. Proofs of that are new, but already mature information technologies as Business Process Management Systems directly support this approach. Business Process Management (BPM) represents a holistic management approach based on continuous improvement processes, change management theories, and support by modern information and communication technologies/systems. This approach aim to attend an optimal balance between organization’s external environment dynamics and its internal processes functionalities based on innovation, flexibility and agility (Brocke & Rosemann, 2010).

Agile BPM helps organizations achieve business results by addressing requirements for continuous process optimization, collaborative process workflows to support team-based initiatives, and to extend business processes beyond the enterprise. BPM Institute and the Association of BPM Professionals agree on a common definition of the concept and its relation with the continuous improvement process (Treat, 2006). Figure 1 shows the diversity and the complexity of the BPM (process phases and factors). (Wolf & Harmon, 2010) describe BPM current market situation and tendencies.

Romanian companies of all sizes need constantly improve their BPM by optimizing costs, improving efficiency and achieving greater business agility. In the context of this document, a possible approach for the BPM development in a company by taken the advantages of a specific training program in the field (increasing human resources performance) will be presented.

Figure 1: A Business Process Management Framework (Treat, 2006)

The proposed approach core is linked with the BPM multimedia training materials development (together with the certification procedure using European Certification and Qualification Association

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schema – e-learning facilities) in accordance with the specific market needs identification (marketing survey applied for companies of the West part of Romania for the new competencies identification). BPM knowledge (incorporated in the CertiBPM training program) is not country-dependent, but it is developing at a global scale. Many European companies train people in various methodologies of business process management. Existing university and market courses of this knowledge area are not directly comparable, because they cover different knowledge areas. The availability of an independent European certification and self-assessment system, will give the possibility to assess if one meets a certain level of expertise and competencies that can be used in every EU country.

In the Global Knowledge - TechRepublic 2010 Salary Survey, one of the questionnaire questions was

"What skill set will your company be looking to add in 2010?" The skills listed by respondents were project manager, IT security professional, network administration, specialist on virtualization and cloud computing, business analyst, business process improvement specialist, web developer, database manager, windows administration specialist, and desktop support personnel. With project management and business analysis skills appearing in this skills list, it is no surprise that skills related to business process improvement are also there (Cantara, 2008). Business process improvement and business analysis go together when they act in practice. Business analysts identify areas for improvements to business processes, while business process improvement or management use specific methods and tools, techniques and technologies to help companies optimize their business processes (Leung, 2011), (Brock & Rosemann, 2010).

(Lock, 2009) from the Aberdeen Group argues that the top reasons business are driving BPM activity are

the need to reduce operating costs and to improve cash flow. The main barrier for the BPM adoptions and implementation was the lack of knowledge about the concept. In addition, according to Gartner Inc. specialists, among the competencies required for successful BPM initiatives include process skills, tools and process assets, and transformation skills.

In representative reports or survey regarding BPM training, executives are considered key actors of the process. Their role is to diagnose the present employees’ skills that are not so developed and to train them for implementing the future changing processes. Executives and managers have to identify and/or forecast the future context of their business processes (new demands, new challenges, opportunities, threats characteristics) (Emerson, 2006), (Wolf, & Harmon, 2010).

It is well recognized that executives have the responsibility to provide training and development opportunities for their employees so that the employees can reach their full potential. The training costs represent a major human resources investment, so executives are concerned about the effectiveness of the training.

Even in this crisis period, companies spend a lot of money every year to educate their work force, and most of this money is spent on short training programs (indoor) for new competencies development. For the training programs efficiency and effectiveness, there is need for a systematic approach. Before specific training and development programs are chosen, three needs must be considered:

(1) The needs of the organization include the objectives of the enterprise; (2) The availability of managers and

(3) The turnover rates. Needs related to the operations and the job can be determined from job descriptions and performance standards (Emerson, 2006).

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The individual training needs can be collected from performance appraisals, interviews with the jobholder, tests, surveys and career plans. A training program development and implementation have to consider also the individuals needs analysis derived from a comparison of actual performance and behavior with required performance and behavior. Analysis of the deviation from the standard might indicate that the manager lacks the knowledge and skills for forecasting and those conflicts among subordinate managers hinder effective teamwork. Because of this analysis, training needs and methods for overcoming the deficiencies are identified (Emerson, 2006). These results represent a transfer of innovation from Slovenia to Romania in the context of the project: CertiBPM - Certified Business Process Manager, LLP-LdV/TOI/10/RO/010.

2. The need for BPM training/qualification and certification:

The aim of this part is to present the research methodology and results for the business process management (BPM) training needs identification by considering a sample consists of companies from different industries located in the West part of Romania. The survey results collected the expressed companies need (expressed by the managers of different levels and specialization) in the field and not to the individual needs of their employees. The presented survey will deliver in-put information for the training program design in the field of BPM. The proposed methodology was applied (tested and validated) with the support of companies from different industrial sectors, located in the West part of Romania.

The study surveyed companies located in the West part of Romania, from different industries (Table 1 shows the sample structure). Small and medium size enterprises and big companies were considered for the research sample. Companies were selected randomly and for each of them one executive (CEO, CIO or quality manager etc.) was interviewed together with other middle and low-level managers. 24 organizations were interviewed but 102 questionnaires fill-up were received and process (sample size n=102). The telephone, e-mail and face-to-face structured interview method were adopted to obtain responses to the study’s survey instrument. Although it was a resource intensive option, it was chosen over the standard methods of administrating paper or online surveys for various reasons: (1) To be able to clarify respondents’ queries; (2) To avoid the situation whereby a busy executive or senior manager delegated the task of fill-up the survey to a secretary; and (3) To ensure that most of the responses collected were complete and usable for data analysis. The research was developed from September to January 2010 and it is consider as a preliminary one.

Table 1: The research sample structure

Field of economic sector or industry No of companies % No. of respondents % 1.Automotive 2.Telecommuni-cations, Electronics, Energetic 3.Manufacturing Machinery 4.IT and software developers 5.Logistics Distributions 6 25 28 27 4 16.67 18 18 4 16.33 13 13 5 21 22 22 5 21 21 20 TOTAL 24 100 102 100

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Figure 2: CertiBPM skill set (first draft) Figure 3: The questionnaire structure used for the training need identification Other companies will be included in the research sample. From this research sample, we expect to form the group of trainees to be included in the proposed CertiBPM training program (CertiBPM, 2009). For the structured interview method approach a questionnaire has been developed. The questionnaire structure follows the first draft of the CertiBPM skill set (Figure 2, as described in the project proposal). In the beginning of the questionnaire, the research aims and a brief introduction in BPM (based on references) have been explained. The items considered for the BPM analyst and expert (second branches in Figure 2) were detailed and then the respondent has to answer the following question: Do you consider an opportunity for your organization to be involved in a training program related to …? All questions on BPM training needs identification were measured on a six point Likert scale (1=”fully disagree” – 6=”fully agree”). In order to facilitate interpretation, scores were aggregated after data collection as follows: score 1 or 2 = “Disagree”, score 3 or 4 = “Neither agree nor disagree” and score 5 or 6 = “Agree”. Figure 2 shows a part of the knowledge map developed for building the questionnaire used in the research (using the MindManager software tool).

As it can be seen in Figure 3, the questionnaire has two parts: one related to the BPM Analyst (3 questions, see Table 2, A1-A3) and the other related to the BPM Expert (8 questions, see Table 2, E1-E8). In the final part of the questionnaire, there were collected data for the respondent characterization (company, position, age, sex, and contact data) for better described the research sample.

The research methodology allows a depth analysis of the skills needed to be trained in a BPM training program (skills analysis method). Table 2 is the skill matrix build as a quick and effective way of identifying the BPM training needs. For the results’ presentation there have been consider the respondent structure by their industry/economic field as shown in Table 1.

The skills matrix (Table 2 is a synthesis of data represented) was built by cumulating the responds per each economic sector (the vertical columns data). As it can be seen companies from logistics, distribution (total score 11) expressed their total need for the debate subjects related to the BPM training program. Also, representatives of IT and software developers companies (total score 9) and from the automotive industry (total score 8) expressed their training need more related to the BPM Expert.

In addition, the skills matrix has offered information about the training needs related to each subject/question. The results shown that manufacturing and logistics companies are interested in BPM

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Analyst module, but all the companies need training for maintaining the business processes (A3). The most needed training modules from the BPM Expert are E1 (BPM project management), E2 (Human aspects of BPM) and E7 (information technology in BPM).

Table 2: The skill matrix with gap indication

Sector*/ Questions 1 Automotive 2 Telecommunications, Electronics, Energetic 3 Manufacturing Machinery 4 IT and software developers 5 Logistics Distributions Total score Specific needs** A1 - - X - X 2 - A2 - - X - X 2 - A3 X X X X X 5 2 E1 X X X X X 5 4 E2 X X X X X 5 4 E3 X X X - X 4 4 E4 X - X X X 4 3 E5 - - - X X 2 1 E6 X - X - X 3 2 E7 X X X X X 5 5 E8 X X - - X 3 1 Total score 8 6 9 6 11 Specific needs** 4 4 2 3 4 *) As shown in Table 1.

**) Results from the individual discussions with industrial representatives from each company (issues that were related to specific gap problems – qualitative expressed training needs – managers opinions).

Conclusions:

• Potential participants at the BPM training and certification program will be from the industries included in the presented analysis.

• The marketing research has proof that there is a great interest for BPM training program, considering the specificity of Romanian market and economical development.

Relevant references:

Brocke, J. & Rosemann, M. (2010). Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture. International Handbooks on Information Systems, Vol. 1. Springer, Berlin

Cantara, M. (2008). Gartner Says Most Organizations Lack All the Skills Needed to Implement and Optimize Their Business Processes, Analysts to Discuss BPM Strategies at Gartner Symposium/ITxpo 2008, October 12-16. Available on: http://www.webwire.com/ViewPressRel.asp?aId=76215

CertiBPM project (2009). Certified Business Process Manager, contract no. LLP-LdV/TOI/10/RO/010 Emerson, P. (2006). Business Process Management Training, available on: http://shrewdenterprise.cafe-list.com/business-management/index.php?artid=business_process_management_training_32

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Leung, L., (2011). Top 10 Skills in Demand in 2010, available on: http://www.globalknowledge.com/training/generic.asp?pageid=2568&country=United+States

Lock, M., (2009). BPM Accelerated: Slashing Cost and Time with Agile Business Process, available on: http://www.aberdeen.com/Aberdeen-Library/6231/RA-business-process-management.aspx.

Wolf, C. & Harmon P. (2010), The State of Business Process Management, BPTrends Report 2010, available on: www.bptrends.com/surveys_landing.cfm.

3. Analysis of similar BPM training and certification programs on the market

Various BPM courses, books and literature from different vendors exists, which show different aspects of Business Process Management field of knowledge, and the existence of a strong market competition. One of the cause of this phenomena could be the large and high interest of employers (managers of all categories) and employees for this subject, and because BPM implementation has a positive impact upon the organization optimal function. In addition, there is no coherent course for the students (young employees and debutants) and the market.

Business Process Management (BPM) is the discipline, which covers identification, modelling, analysis, documentation, automatization, maintenance and optimization of business processes (Silver, 2009). Current market situation in the BPM area is well described in report "State of Business Process Management - 2010" by (Harmon & Smith, 2010). This report summarizes the survey analysis of 264 respondents (companies) from all over the world / across all kinds of industries. This analysis stresses that the major drivers of introducing BPM to a company are: "need to save money by reducing costs and/or improving productivity", "need to improve management coordination or organizational responsiveness", "improve customer satisfaction", "improve products". The report statistics shows that more skills are needed and more managers should be trained to improve business processes.

In last few years, several BPM related certifications appeared on the market. We will present two most widely known BPM certifications: OMG OCEB and ABPMP.

One of most known and widely recognized is OMG OCEB (Object Management Group Certified Expert in BPM) certification (OMG, 2010). OMG is a not-for-profit computer industry consortium; the majority of the membership is IT vendor related companies (ABPMP, 2010). It is very IT centric in nature and leans on their own standards such as BPMN (Business Process Modelling Notation) and BMM (Business Motivation Model).

The body of knowledge of this certification is comprehensive and includes general process management principles, process modelling technique (BPMN), process frameworks and methodologies. The emphasis of this certification is on process modelling (40% of exam).

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Figure 4: Absolute number of OMG OCEB certificates by EU country

There is no unified course, but the list of related books, articles and web links. Certification exam can be passed in Pearson VUE online exam centres in each major city in the world. There are three difficulty levels of certification (basic, intermediate, advanced) and two tracks (technical, business). Although OMG offers entry level exam (basic), it is not widely spread, there are only 2 certified professionals in Slovenia and 4 in Romania, according to OMG OCEB Professionals Directory (OMG, 2010)1.

The situation is similar in other EU countries (Figure 4), except Germany (51), Netherlands (17) and Switzerland (14) lead in number of certificates.

Figure 5 shows relative number of OMG certificates per million of habitants, therefore it represents more realistic comparison between countries.

1

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Figure 5: Relative number of OMG OCEB certificates by EU country

The low number of OMG OCEB certificates could be caused by several factors:

• the entry level certificate is too difficult to pass for average process or quality manager in company,

• the certificate is not widely spread and well known to target group,

• there is no interest in obtaining the certificate for target group (managers, analytics).

This could be the hint for the project group to design different entry certificate, which can be passable by average company manager or student and would represent a starting point for advanced certifications. Next, ABPMP association (ABPMP, 2010) offers Certified Business Process Professional certification program. ABPMP is a non-profit, vendor independent professional organization. It is led by practitioners, not BPM vendors, which should ensure more vendor independent view on BPM body of knowledge. Greatest difference with OMG certification is requirements for the certification. One of pre-requirements is 4 years of BPM experience (Process management, Process improvement, or Process transformation). The exam (3 hours) itself includes 140 questions. The person who wants to obtain a certification should also agree on professional code of conduct and commit to maintain active credentials. Recertification is mandatory in three-year cycle.

These pre-requirements also show that this exam is not entry level, but it requires comprehensive experience in this field and it is targeted to experienced professionals. Currently, there have been around 200 certificates awarded, mainly in Switzerland, Austria and Germany.

Similar to OMG’s certification, ABPMP pre-requirements could be de-motivational for people, who are interested in BPM and wish to start with professional development in this area.

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International Process and Performance Institute (IPAPI), a non-profit organization, offer the third BPM related certification. IPAPI CPP(C) Certification is a competency-based program that requires all candidates to successfully apply the IPAPI CEM Method on a minimum of 3 case studies (IPAPI, 2010). According to IPAPI professionals register, there are around 570 Certified Process Professionals worldwide. The certification can be obtained through self-directed study and performing a case study using the Institute’s methodology. Certification can be obtained also by 3-day instructor-led courses, where 3 case studies are performed. The certification offers the following competence tracks: CP+O (Certified Practitioner in Optimization), CP+A (Certified Practitioner in Alignment), CP+I (Certified Practitioner in Innovation), CPP (Certified Process Professional). Pre-requirements are not clear from their public presentation.

The fourth important player in this area is BPM Council (BPM Council, 2010). The BPM Council created the original BPM Professional Certification Program and industry designation (P.BPM). BPM Council certification uses a competency-based method. Certification is obtained by taking exam and passing 90% score. Students must apply tools and techniques to the real case studies. On-line training is also available. Number of certified managers is not known, neither pre-requirements for a certification. The BPM community at large is currently fragmented but this is a natural situation that precedes a more cohesive BPM community that will soon emerge (BPM Council, 2010).

Other technical and vendor related BPM certifications are presented along summarization of existing certifications, which were included in our research and comparison (Table 3).

Table 3. Summary of the marketing competition – BPM training and certification vendors BPM Certifications, methodological group

Provider Description Certificate / Title OMG -Independent association,

-2 tracks (business and technical), -3 levels

-World’s most recognized certification

Business:

-OCEB Certified Professional, Basic

-OCEB Certified Professional, Intermediate Business

-OCEB Certified Professional, Advanced Business

Technical:

-OCEB Certified Professional, Basic -OCEB Certified Professional, Technical Intermediate

-OCEB Certified Professional, Advanced Technical

ABPMP -Based on BPM CBoK -German / French initiative

Certified Business Process Professional

International Process and Performance Institute

Emhasis on EMF method IPAPI -Certified Practitioner + IPAPI -Certified Process Professional IPAPI -IPAPI Certified Process Manager -Certified Process Director IPAPI -Certified Process Expert IPAPI

BPM Council Advanced BPM certification targeted for top level managers

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BPM Certifications, technical group

Provider Description Certificate IBM -Emphasis on IBM WebSphere

Business Modeler Advanced -BPMN modelling using Rational System architect

-IBM Certified Business Process Analyst - WebSphere Business Modeler Advanced -IBM Certified Business Process Analyst - WebSphere Business Modeler Advanced

AuraPortal Emphasis on BPM Suite AuraPortal -AuraPortal Certified Consultant -AuraPortal Certified Senior Consultant

Bizagi Emphasis on BPM BizAgi suite Bizagi Specialist

Ultimus Emphasis on Ultimus Adaptive BPM Suite

Ultimus BPM Certified Professional

IDS Scheer Emphasis on ARIS -Certified ARIS Professional, Business Designer -Certified ARIS Professional, Business Architect

webMethods Emphasis on webMethods BPM Suite

-Certified webMethods BPMS Developer

IBM Lombardi

Emphasis on IBM WebSphere Lombardi Edition V7.1

-IBM Certified Associate Administrator - IBM BPM Blueprint; IBM WebSphere Lombardi Edition V7.1

-IBM Certified Associate Analyst - IBM BPM Blueprint; IBM WebSphere Lombardi Edition V7.1

-IBM Certified Associate Developer - IBM BPM Blueprint; IBM WebSphere Lombardi Edition V7.1

-IBM Certified Associate Program Manager - IBM BPM Blueprint; IBM WebSphere Lombardi Edition V7.1

In addition, PkBOK (Process Body of Knowledge) initiative (Process Knowledge Initiative, 2011) is worth mentioning. The Process Knowledge Initiative is a collaborative industry and academic endeavour with the sole purpose of creating an open source body of knowledge on process management. The initiative does not offer the certification. It represents an effort to standardize BPM knowledge, which is currently very fragmented. The body of knowledge is represented in a form of user editable wiki web page.

Conclusions:

Designing an unified and independent course and certification system in the field of Business Process Management seems like an impossible task. The proof for this statement is numerous BPM certifications, which cover various aspects of BPM, from managerial to technical.

Our approach is different – we started with the course, which is already recognized on the Slovenian market and it is being upgraded with knowledge from professionals from different countries and fields and most important, with market research. Our BPM certification does not try to supersede any of other certifications, but tries to include their best practices and useful parts. The main result of the BPM certification providers’ analysis is that there is no entry-level certification on the market; therefore our effort will be targeted towards creating one.

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Relevant references:

1. CertiBPM project (2009). Certified Business Process Manager, contract no. LLP-LdV/TOI/10/RO/010

2. European Commission (2004). Directorate-General for Education and Culture, Implementation of ”Education and Training 2010” Work Programme, Working Group B, Key Competences for Lifelong Learning – A European Reference Framework, November 2004. Retrieved from http://ec.europa.eu/education/policies/2010/doc/basicframe.pdf

3. Silver, B. BPMN Method & Style. (2009), Cody-Cassidy Press

4. Wolf, C. & Harmon P. (2010). The State of Business Process Management, BPTrends Report. Retrieved from www.bptrends.com/surveys_landing.cfm

5. Korsaa M., Biro M., Messnarz R., Johansen J., Vohwinkel D., Nevalainen R., Schweigert T., The SPI manifesto and the ECQA SPI manager certification scheme. (2010), Journal of Software Maintenance and Evolution: Research and Practice

7. International Process and Performance Institute (IPAPI). IPAPI Certification (2011). Retrieved from https://ipapi.org/certification.php

8. Association of Business Process Management Professionals (ABPMP). How to Become a Certified Business Process Professional (CBPP(®) (2011). Retrieved from http://www.abpmp.org/displaycommon.cfm?an=1&subarticlenbr=200

9. The BPM Council. BPM CERTIFICATION - ONLINE ON DEMAND - PROGRAM DETAILS (2011). Retrieved from http://www.bpmcouncil.org/

10. Process Knowledge Initiative. Overview. (2011). Retrieved from http://www.processknowledge.org/

11. Association of Business Process Management Professionals (ABPMP). How to Become a Certified Business Process Professional (CBPP(®) (2011). Retrieved from http://www.abpmp.org/displaycommon.cfm?an=1&subarticlenbr=200

12. Brocke, J. & Rosemann, M. (2010). Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture. International Handbooks on Information Systems, Vol. 1. Springer, Berlin.

13. BPM Council. BPM CERTIFICATION - ONLINE ON DEMAND - PROGRAM DETAILS (2011). Retrieved from http://www.bpmcouncil.org/

14. CertiBPM project (2009). Certified Business Process Manager, contract no. LLP-LdV/TOI/10/RO/010

15. Cantara, M. (2008). Gartner Says Most Organizations Lack All the Skills Needed to Implement and Optimize Their Business Processes, Analysts to Discuss BPM Strategies at Gartner

Symposium/ITxpo 2008, October 12-16. Available on:

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16. Emerson, P. (2006). Business Process Management Training, available on:

http://shrewdenterprise.cafe-list.com/business-management/index.php?artid=business_process_management_training_32

17. European Commission (2004). Directorate-General for Education and Culture, Implementation of ”Education and Training 2010” Work Programme, Working Group B, Key Competences for Lifelong Learning – A European Reference Framework, November 2004. Retrieved from http://ec.europa.eu/education/policies/2010/doc/basicframe.pdf

18. International Process and Performance Institute (IPAPI). IPAPI Certification (2011). Retrieved from https://ipapi.org/certification.php

19. Korsaa M., Biro M., Messnarz R., Johansen J., Vohwinkel D., Nevalainen R., Schweigert T., The SPI manifesto and the ECQA SPI manager certification scheme. (2010), Journal of Software Maintenance and Evolution: Research and Practice

20. Leung, L., (2011). Top 10 Skills in Demand in 2010, available on: http://www.globalknowledge.com/training/generic.asp?pageid=2568&country=United+States 21. Lock, M., (2009). BPM Accelerated: Slashing Cost and Time with Agile Business Process, available

on: http://www.aberdeen.com/Aberdeen-Library/6231/RA-business-process-management.aspx. 22. Messnarz, R., et. al. (2007). Assessment Based Learning Centers. Proceedings of the EuroSPI 2006

Conference, Joensuu, Finland (2006), also published in Wiley SPIP Proceeding in June (2007). 23. Messnarz, R., et al. (2008). The EQN Guide. Graz, Austria.

25. Riel, A. (2006). EU Certificates and Knowledge Communities in Europe: An unbeatable Symbiosis. Keynote at EQN Founding and Dissemination Conference, Krems, Austria, CD-ROM edition. 26. Silver, B. BPMN Method & Style. (2009), Cody-Cassidy Press Wolf, C. & Harmon P. (2010), The

State of Business Process Management, BPTrends Report 2010, available on: www.bptrends.com/surveys_landing.cfm.

27. Treat, M. (2006). What is BPM Anyway? BPMInstitute.org, available on: http://www.bpminstitute.org/articles/ article/article/what-is-bpm-anyway.html

28. Wolf, C. & Harmon P. (2010). The State of Business Process Management, BPTrends Report. Retrieved from www.bptrends.com/surveys_landing.cfm

29. Process Knowledge Initiative. Overview. (2011). Retrieved from http://www.processknowledge.org/