K725 Fall 2016- Page 1 of 10

MBA K725
Business Process Management
Fall 2016 Course Outline

Information Systems
DeGroote School of Business
McMaster University
COURSE OBJECTIVE
This course enables students to learn about the methodologies used to redesign optimal
business processes and related information technologies in support of process innovation.
Students learn about the state-of-the-art techniques used in support of business process
redesign. These techniques, learned through hands-on practice with SAP system and ARIS
simulation, include: identifying best-practice process, workflow automation, simulation of
the business processes, and design of strategic enterprise management systems for efficient
and effective use of information technology in support of business operations.
Students can use this course towards requirements for eligibility to obtain SAP-Certification
in TERP10 Integration of Business Processes in SAP ERP through McMaster University-
SAP University Alliance program.
INSTRUCTOR AND CONTACT INFORMATION
Section 1: Monday 19:00-22:00
Instructor: Dr. Ali Reza Montazemi TA: Mr. Maarif Sohail
montazem@mcmaster.ca Sohaim9@mcmaster.ca
Office Hours: By Appointment
Tel: 905-525-9140 Ext. 27434
Class Location: RJC 236

Course Website: http://avenue.mcmaster.ca

COURSE ELEMENTS
Credit Value: 3 Team skills: Yes IT skills: Yes Global: Yes
Avenue: Yes Verbal skills: Yes Numeracy: No Political: No
Participation: Yes Written skills: Yes Innovation: Yes Social: Yes
Evidence-based: Yes Experiential: No Final Exam: Yes Guest speakers: Yes

COURSE DESCRIPTION
In the face of intense competition and other business pressures on organizations, quality
initiatives and continuous, incremental process improvement, though still essential, will no
longer be sufficient. Radical levels of change require powerful information technology tools to
facilitate the fundamental redesign of business processes. This course is taught through the case-
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method, readings, lectures, videos, workshops and a number of hands-on

exercises using different systems, including SAP and ARIS.

LEARNING OUTCOMES
Upon completion of this course, students will be able to complete the following key tasks:
Assess companies business process requirements and performance
Manage effective innovation and organizational business process renewal
Integrate business strategies with the e-business to create value for the organization.
Manage information and knowledge processes successfully
Manage the process of organizing for value strategically

REQUIRED COURSE MATERIALS AND READINGS

Book 1: Mathias Kirchmer, 2011. High Performance Through Process

Excellence: From Strategy to Execution with Business Process Management, $Free
New York, USA: Springer (Download from Mac eLibrary).
http://link.springer.com.libaccess.lib.mcmaster.ca/book/10.1007%2F978-3-642-
21165-2
Book 2: Peter Franz and Mathias Kirchmer, 2013. Value-Driven Business
Process Management, New York, USA, McGraw Hill
Book 3: Steven De Haes and Wim Van Grembergen, 2015. Enterprise $24.00
Governance of Information Technology: Achieving Strategic Alignment and
Value, Second Edition, New York, USA: Springer (Download from Mac $Free
eLibrary).
http://link.springer.com.libaccess.lib.mcmaster.ca/book/10.1007%2F978-3-319-
14547-1
Book 4: Association of Business Process Management Professionals, 2013,
Guide to the Business Process Management Body of Knowledge (BPM
CBOK). You can download it free by becoming the member of the association.
The student annual membership is $40. See
http://www.abpmp.org/?page=Join_ABPMP $40.00

OPTIONAL COURSE MATERIALS AND READINGS

Peter Weill and Jeanne W. Ross, 2004. IT Governance: How Top $27$26
Performers Manage It Decision Rights for Superior Results, Boston,
Massachusetts: Harvard Business School Press (Can be borrowed from
McMaster Library)
IT Governance Using COBIT and Val IT: http://www.isaca.org/Knowledge- $Free
Center/Academia/Pages/IT-Governance-Using-COBIT-and-Val-IT.aspx $Free

Von Brocke, J., and Rosemann, M. 2010. Handbook on Business Process $Free
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Management. Berlin, Germany: Springer (Downloadable from McMaster $Free

eLibrary).
SAP Community Network http://scn.sap.com
Gartner http://www.mcmaster.ca/uts/system_soft/gartner.html $Free
$Free
ISACA student membership www.isaca.org/students
$25

EVALUATION
Learning in this course results primarily from in-class discussion and participation of
comprehensive business cases and literature surveys. The balance of the learning results from
the lectures on BPM and IT Governance concepts, from related readings, and from researching
your presentations, cases, hands-on assignments, simulation decisions, and projects. All work
will be evaluated on an individual basis except in certain cases where group work is expected. In
these cases group members will share the same grade. Your final grade will be calculated as
follows:
COMPONENTS OF COURSE GRADE:
PARTICIPATION: Class participation is highly encouraged. The primary learning vehicle
for this class is discussions between students. Your discussion must be well grounded
based on the course materials (i.e., you must show that you have studied the assigned
chapters for that week). Assessment of participation is done weekly for each class.
Students who arrive 15 minutes after the class starts would receive zero participation for
that week.
FINAL EXAM: Closed-book exam of the covered chapters.
CASE STUDY ANALYSIS: You are expected to reflect on your course reading materials in
analyzing the case studies. The case studies are group work. As such, ALL group
members should be involved in preparing the analyses of the cases. To assess such
participation, questions will be asked in class related to the course from individuals for
grading. Submit your PowerPoint presentation materials to the pertinent Avenue
drop-box per schedule of deadlines in order to be considered for grading. Otherwise
your group receive no grade. Furthermore, to receive grade, each group member
should be present in class and be able to defend his/her analyses.

The following cases will be assigned to different groups.

(A) Pearson Case study

(B) Fiberhome Telecommunications Case study
(C) Elevations Credit Union Case study
(D) Aera Energy Case Study
(E) Northrop Grumman Case Study
(F) UPS Case Study: Inside Out
(G) LiteBulb Group
(H) Expense Reduction Analysts
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Hands-on Assignments
Hands-on assignments will be assessed according to the completeness of the work
submitted. Students that miss any hands-on assignment in class receive zero for that
assignment.
Presentation of a Chapter of Book 4: You are required to do study the assigned chapter
of the Book 4 and present it in class. Every presentation should include a PowerPoint.
You are required to upload your presentation to the pertinent drop-box on Avenue at
least 24 hours before the scheduled time of your presentation (as per the table at the end
of this course outline). Grading will emphasize the quality of depth of understanding of
the chapter materials, but will also include professionalism, organization, and clarity of
expression. Oral presentation will be graded individually for each member of the group.
Group members who are absent at the time of presentation receive zero.

Components and Weights

COMPONENT %

Final exam Closed-book exam of all the covered chapters (Individual) 40

Class participation (Individual) 15

Case study analysis (Group) 5
Presentation of one
3% presentation, 7% content (Group) 10
Chapter from Book 4
Assignment SAP Workflow Builder (Individual) 5
Assignment ARIS Business Process Simulator (Individual) 5
Assignment SAP ByDesign (Individual) 5
Assignment SAP Solution Manager (Individual) 5
SAP Balanced Score Card and Management Cockpit through SAP-
Assignment 5
Strategic Enterprise Management (SEM) (Individual)
Assignment SAP S4/HANA Procurement to pay process 5
Total 100
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Grade Conversion
At the end of the course your overall percentage grade will be converted to your letter grade in
accordance with the following conversion scheme.

LETTER GRADE PERCENT POINTS

A+ 90 - 100 12
A 85 - 89 11
A- 80 - 84 10

B+ 75 - 79 9
B 70 - 74 8
B- 60 69 7

F 00 - 59 0

Communication and Feedback

Students that are uncomfortable in directly approaching an instructor regarding a course concern
may send a confidential and anonymous email to the respective Area Chair or Associate Dean:

http://mbastudent.degroote.mcmaster.ca/contact/anonymous/

Students who wish to correspond with instructors or TAs directly via email must send messages
that originate from their official McMaster University email account. This protects the
confidentiality and sensitivity of information as well as confirms the identity of the student.
Emails regarding course issues should NOT be sent to the Administrative Assistant.

Instructors are encouraged to conduct an informal course review with students by Week #4 to
allow time for modifications in curriculum delivery. Instructors should provide evaluation
feedback for at least 10% of the final grade to students prior to Week #8 in the term.

ACADEMIC DISHONESTY

It is the students responsibility to understand what constitutes academic dishonesty. Please refer
to the University Senate Academic Integrity Policy at the following URL:

http://www.mcmaster.ca/policy/Students-AcademicStudies/AcademicIntegrity.pdf

This policy describes the responsibilities, procedures, and guidelines for students and faculty
should a case of academic dishonesty arise. Academic dishonesty is defined as to knowingly act
or fail to act in a way that results or could result in unearned academic credit or advantage.
Please refer to the policy for a list of examples. The policy also provides faculty with procedures
 K725 Fall 2016- Page 6 of 10

to follow in cases of academic dishonesty as well as general guidelines for

penalties. For further information related to the policy, please refer to the Office of Academic
Integrity at:

http://www.mcmaster.ca/academicintegrity

MISSED ACADEMIC WORK

Missed Mid-Term Examinations / Tests / Class Participation

Where students miss a regularly scheduled mid-term or class participation for legitimate reasons
as determined by the Student Experience Academic (MBA) office, the weight for that
test/participation will be distributed across other evaluative components of the course at the
discretion of the instructor. Documentation explaining such an absence must be provided to the
Student Experience Academic (MBA) office within five (5) working days upon returning to
school.

To document absences for health related reasons, please provide to Student Experience
Academic (MBA) office the Petition for Relief for MBA Missed Term Work and the
McMaster University Student Health Certificate which can be found on the DeGroote website at
http://mbastudent.degroote.mcmaster.ca/forms-and-applications/. Please do not use the online
McMaster Student Absence Form as this is for Undergraduate students only. University policy
states that a student may submit a maximum of three (3) medical certificates per year after which
the student must meet with the Director of the program.

To document absences for reasons other than health related, please provide Student Experience
Academic (MBA) office the Petition for Relief for MBA Missed Term Work and documentation
supporting the reason for the absence.

Students unable to write a mid-term at the posted exam time due to the following reasons:
religious; work-related (for part-time students only); representing university at an academic or
varsity athletic event; conflicts between two overlapping scheduled mid-term exams; or other
extenuating circumstances, have the option of applying for special exam arrangements. Such
requests must be made to the Student Experience Academic (MBA) office at least ten (10)
working days before the scheduled exam along with acceptable documentation. Instructors
cannot themselves allow students to unofficially write make-up exams/tests. Adjudication of the
request must be handled by Student Experience Academic (MBA).

If a mid-term exam is missed without a valid reason, students will receive a grade of zero (0) for
that component.
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Missed Final Examinations

Failure to write an approved deferred examination at the pre-scheduled time will result in a
failure for that examination, except in the case of exceptional circumstances where
documentation has been provided and approved. Upon approval, no credit will be given for the
course, and the notation N.C. (no credit) will be placed on the students transcript. Students
receiving no credit for a required course must repeat the course. Optional or elective courses for
which no credit is given may be repeated or replaced with another course of equal credit value.
Requests for a second deferral or rescheduling of a deferred examination will not be considered.
Any student who is unable to write a final examination because of illness is required to submit
the Application for Deferred MBA Final Examination and a statement from a doctor certifying
illness on the date of the examination. The Application for Deferred MBA Final Examination
and the McMaster University Student Health Certificate can be found on the DeGroote website
at http://mbastudent.degroote.mcmaster.ca/forms-and-applications/ Please do not use the online
McMaster Student Absence Form as this is for Undergraduate students only. Students who write
examinations while ill will not be given special consideration after the fact.
In such cases, the request for a deferred examination privilege must be made in writing to the
Student Experience Academic (MBA) office within five business days of the missed
examination.
Special examination arrangements may be made for students unable to write at the posted exam
time due to compelling reasons (for example religious, or for part-time students only, work-
related reasons):
Students who have religious obligations which make it impossible to write examinations
at the times posted are required to produce a letter from their religious leader stating that
they are unable to be present owing to a religious obligation.
Part-time students who have business commitments which make it impossible to write
examinations at the times posted are required to produce a letter on company letterhead
from the students immediate supervisor stating that they are unable to be present owing
to a specific job commitment.

In such cases, applications must be made in writing to the Student Experience Academic
(MBA) office at least ten business days before the scheduled examination date and acceptable
documentation must be supplied.
If a student is representing the University at an academic or athletic event and is available at an
overlapping scheduled time of the test/examination, the student may write the test/examination at
an approved location with an approved invigilator, as determined by the Student Experience
Academic (MBA) office.
In such cases, the request for a deferred examination privilege must be made in writing to the
Student Experience Academic (MBA) office within ten business days of the end of the
examination period.
Note: A fee of $50 will be charged for a deferred exam written on campus and a fee of $100 for
deferred exams written elsewhere. In cases where the students standing is in doubt, the Graduate
Admissions and Study Committee may require that the student with one or more deferred
examination privileges refrain from re-registering until the examination(s) have been cleared.
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STUDENT ACCESSIBILITY SERVICES

Student Accessibility Services (SAS) offers various support services for students with
disabilities. Students are required to inform SAS of accommodation needs for course work at the
outset of term. Students must forward a copy of such SAS accommodation to the instructor
normally, within the first three (3) weeks of classes by setting up an appointment with the
instructor. If a student with a disability chooses NOT to take advantage of an SAS
accommodation and chooses to sit for a regular exam, a petition for relief may not be filed after
the examination is complete. The SAS website is:

http://sas.mcmaster.ca

POTENTIAL MODIFICATIONS TO THE COURSE

The instructor and university reserve the right to modify elements of the course during the term.
The university may change the dates and deadlines for any or all courses in extreme
circumstances. If either type of modification becomes necessary, reasonable notice and
communication with the students will be given with explanation and the opportunity to comment
on changes. It is the responsibility of the student to check their McMaster email and course
websites weekly during the term and to note any changes.

ACKNOWLEDGEMENT OF COURSE POLICIES

Your registration and continuous participation (e.g. on A2L, in the classroom, etc.) to the various
learning activities of MBA K725 will be considered to be an implicit acknowledgement of the
course policies outlined above, or of any other that may be announced during lecture and/or on
A2L. It is your responsibility to read this course outline, to familiarize yourself with the
course policies and to act accordingly.

Lack of awareness of the course policies cannot be invoked at any point during this course for
failure to meet them. It is your responsibility to ask for clarification on any policies that you do
not understand.
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COURSE SCHEDULE

MBA K725
Information Systems
Fall 2016 Course Schedule
WEEK DATE TOPIC STUDY EVENT
1 Sept. 12 Business Processes &
Enterprise Systems
2 Sept. 29 Business Process Book 1: Chapters 1&2 Install SAP GUI
Excellence
3 Sep. 26 Business Process Book 1: Chapter 3 Assignment: Hands-on with SAP Workflow
Analysis Builder

4 Oct. 3 IT enabling process Book 1: Chapter 4 1. Invited Guest Speaker: Mr. Kaveh
execution & change Razzaghi (Xerox Services)
management 2. Group A Chapter 2 of Book 4 presentation
5 Oct. 10 Business process Book 1: Chapters 5&6 1. Assignment: Hands-on with ARIS
governance and 2. Group H Case study presentation
reference models 3. Group B Chapter 3 of Book 4 presentation
6 Oct. 17 Value-driven BPM Book 2: Chapters 1&2 1. Assignment: Hands-on with SAP ByDesign
Material Requirement Planning.
2. Group G Case study presentation
3. Group C Chapter 4 of Book 4 presentation
7 Oct. 24 Process of process Book 2: Chapter 3 2. Group F Case study presentation
management 3. Group D Chapter 5 of Book 4 presentation
8 Oct. 31 Developing roadmap to Book 2: Chapter 4 1. Assignment: Hands-on with SAP Solution
value-driven BPM Manager
2. Group E Chapter 6 of Book 4 presentation

9 Nov. 7 Enterprise Governance Book 3: Chapter 1 1.Invited Guest Speaker: Mr. Guy Pearce
of IT, Alignment and (REData Performance Consulting)
Value 2. Group E Case study presentation

10 Nov. 14 Enterprise Governance Book 3: Chapter 2 1. Assignment: Hands-on with SAP Strategic
of IT Enterprise Management (SEM)
2. Group D Case study presentation
3. Group F Chapter 7 of Book 4 presentation

11 Nov.21 COBIT as a Book 3: Chapter 5 1. Group C Case study presentation

Framework for 2. Group G Chapter 8 of Book 4 presentation
Enterprise Governance
of IT
12 Nov 28 COBIT as a Book 2: Chapters 5 1. Group B Case study presentation
Framework for 2. Group H Chapter 9 of Book 4 presentation
Enterprise Governance 3. SAP S4/HANA: Procurement to pay process
of IT
13 Dec. 5 1. Group A Case study presentation
 K725 Fall 2016- Page 10 of 10

Note:
Book 1: Mathias Kirchmer, 2011. High Performance Through Process Excellence: From
Strategy to Execution with Business Process Management, New York, USA: Springer (Download from Mac
eLibrary).
Book 2: Peter Franz and Mathias Kirchmer, 2013. Value-Driven Business Process Management, New York, USA,
McGraw Hill
Book 3: Steven De Haes and Wim Van Grembergen, 2015. Enterprise Governance of Information Technology:
Achieving Strategic Alignment and Value, Second Edition, New York, USA: Springer (Download from Mac
eLibrary).
Book 4: Association of Business Process Management Professionals, 2013. Guide to the Business Process
Management Body of Knowledge (BPM CBOK).