NATIONAL ECONOMICS UNIVERSITY

FACULTY OF BUSINESS MANAGEMENT

Business Process Management
Course Information and Schedule

Instructor Course Overview

Vu Xuan Hoanh Mai This course introduces the concepts of business process and management of
processes. Course work will be project-based; students will create an
assessment of a process-oriented company, a mapping and analysis of a
Phone
business process, and a small-scale process design for a particular
0866.95.91.96 product/service.

Email Required Text

hoanhmai@neu.edu.vn Course Text Compilation for Business Process Management, Vu Xuan Hoanh
Mai.

Course Schedule

Week Section Module Readings/Materials

Week 1 1 Business and Process – The Kaplan, R. S., & Norton, D. P.
Big Picture (2008). The execution premium: Linking
strategy to operations for competitive
advantage.
Week 2 2 Business Process Management Hammer, M. (1990) Reengineering work:
Don’t automate, obliterate.
Week 3 3 Process-Oriented Entreprise Hammer, M. and Stanton, S. (1999) How
process enterprises really work.
Champy, J. (2006) People and processes.
Hammer, M. (2007) The process audit.
Week 4 Case Study Discussion: Case Pinnacle West (A).
Creating a process-oriented
entreprise.
Week 5 4 Process and Capacity Swink et al. (2018) Chapter 3.
Week 6 4 Theory of Constraint and Swink et al. (2018) Chapter 3.
 Continuous Process
Improvement
Week 7 5 Process Mapping and Analysis Swink et al. (2018) Chapter 3S.
Week 8 Case Study Discussion: Case Midwestern Lighting (B).
Process Flow Analysis
Week 9 6 Product/Process Design and Swink et al. (2018) Chapter 4.
Development
Week 10 6 Process Innovation and Process Swink et al. (2018) Chapter 4.
Redesign Dumas M., La Rosa M., Mendling J.,
Reijers H.A. (2013) Process Redesign.
Week 11 7 Manufacturing and Service Swink et al. (2018) Chapter 5.
Process Structure
Week 12 8 Business Process Modeling Reisig and Rozenberg (1992). Informal
Introduction to Petri Nets.
Video: “A Tale of Two Invoices”.

Assessment and Evaluation

15% Process-Oriented Entreprise To be done by groups of 4 to 6 students.

Assessment Case Study Group written essay due at the end of week 3
(Sunday 11:59). In week 4, half of groups
present prior to class discussion.
20% Proces Mapping and Analysis Case To be done by groups of 4 to 6 students.
Study Group written essay due at the end of week 7
(Sunday 11:59). In week 8, half of groups
present prior to class discussion.
15% Weekly Reflections Due at the end of each week (Sunday 11:59pm).
To be done individually.
50% Final Examination TBA.

All your assignments will be submited through LMS. Late submissions will not be accepted and will lead to
failure on that assessment items.

Readings for case studies are as following:

 “Creating a Process-Oriented Enterprise at Pinnacle West” by T.S. Raghu;
 “Midwestern Lighting” in Swink et al. (2018) Chapter 3S.

The guide for writing a case study analysis is posted and need to be well understood for the success of
writing group essays. The marking rubrics for case study assignments (on writing, presentation, and
discussion) is posted.
Your weekly reflections will be marked using the following rubric:
Basic Developing Proficient
Personal Shows little to no personal Shows some personal Shows good personal

MSc. Vu Xuan Hoanh Mai Business Process Management

 engagement engagement. The writing is
mainly about the material,
not how it relates to the
student or the student's
though.
Strength of Little to no argument.
argument Provides mainly opinions
or facts and does not
demonstrate coherence of
thought.
Engagement Shows only superficial
with awareness of reading
material material. Knowledge only
of the highlights. Little or
no knowledge of the
argument or subtle details.
Critical Limited critique, focuses
thinking mainly on description.
Good Grammatical and/or
writing spelling errors. Confused
expression, ill-suited or
limited vocabulary and/or
incoherent organization of
writing.
engagement. Brings in a
limited amount of personal
thought or personal
experience, but is unclear
or superficial about its
relationship to the course.
Limited arguments to
support stated position or
thoughts on material, but
some significant errors in
logic.
Integrates some of the
argument or evidence of
the reading materials,
beyond the main
highlights. And/Or
integrates some additional
relevant critical material
not assigned.
Some critical thoughts on
material, but little or no
substantiating evidence or
argument.
Correct grammar and
spelling and appropriate
vocabulary. Limits to
coherence of expression
and organization.
engagement. Brings in
relevant personal thoughts
or experience and clearly
relates them to the course
material.
Good argument to support
stated position or thoughts
on material. Coherent and
logical argumentation.
Makes extensive use of the
reading material and
engages with the evidence
and argumentation by
supporting or critiquing it
in depth and detail.
Critiques the material
based on good evidence
and argument.
Coherent organization and
clear expression. Extensive
and appropriate use of
vocabulary. Correct
grammar and spelling.

Your journal entries need not be long (about one page is sufficient), but they should be insightful and
reflective and show that you have an informed opinion about the material. Do not be superficial or
simply repeat the material. Some tips on writing the reflections:

 You could reflect on what you have learned or what you found interesting or particularly
relevant each week? Discuss how and why you think it is relevant or interesting. If you do not
think you have learned anything interesting or relevant, you should reflect on why you believe
the material was not interesting or relevant to you.

 Make it personal: Use a personal experience or story that relates to the topic. Relating the
readings to your own experiences helps in understanding the readings and topics.

 Make it critical: Pick just one argument/point in the paper and critique it thoroughly. Perhaps
take the readings and look for counterexamples in your personal experience. Alternatively, talk
about both your own experiences and critique some aspect of the readings that doesn't sound

MSc. Vu Xuan Hoanh Mai Business Process Management

 right to you. However, being critical means not to simply disagree with something, but to also
provide a counter example, a counter argument, counter evidence, and possibly an alternative.

 Relate it to other material: Perhaps there is something in another course you have taken that
relates to business processes?

 Follow the thought: Don't leave it at the first thought you have but follow that and see where
your thinking and arguments lead you

 Use a spell checker. Format your submission properly.

Course Resources

All the important reading materials for this course are compiled by the instructor MSc. Vu Xuan Hoanh
Mai in the Course Text Compilation. A copy of the compilation is optional.

The resources are cited as below:

Champy, J. (2006) People and processes. ACM Queue, Mar 2006, 34-38.
Dumas M., La Rosa M., Mendling J., Reijers H.A. (2013) Process Redesign. In: Fundamentals of Business
Process Management. Springer, Berlin, Heidelberg, 253-261.
Hammer, M. (1990) Reengineering work: Don’t automate, obliterate. Harvard Business Review, Jul-Aug 1990,
104-112.
Hammer, M. (2007) The process audit. Harvard Business Review, Apr 2007.
Hammer, M. and Stanton, S. (1999) How process enterprises really work. Harvard Business Review, 108-118.
Kaplan, R. S., and Norton, D. P. (2008). The execution premium: Linking strategy to operations for competitive
advantage. Boston, Mass: Harvard Business Press.
Reisig, W. and Rozenberg, G.: Informal Introduction to Petri Nets. In: Reisig, W. and Rozenberg, G. (1998)
Lectures on Petri Nets – Advances in Petri Nets. Lecture Notes on Computer Science Volume 1491, Springer
Verlag.
Swink, M., Melnyk, S. A., and Hartley J. L. (2020). Managing Operations across the Supply Chain. New York,
McGraw-Hill Education.

MSc. Vu Xuan Hoanh Mai Business Process Management