vol. XX no. 3
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“At
present, most organizations consist of an undocumented, highly
interdependent jumble of human and automated tasks and activities,
loosely organized along functional boundaries,” says Welke. “When you
want to change something, where do you start? Where do you end? What’s
going to break and who’s going to fix it?”
Given the career
potential for BPM professionals, it’s hardly surprising that Welke’s
upper-level undergraduate course, Defining and Innovating Business
Processes, is packed to capacity. Moreover, its students and curriculum
receive high marks from a recent guest lecturer, David W. McCoy, who
leads the business process group at Gartner, an IT research and
consulting firm.
McCoy, who received his MS in computer
information systems from Robinson in 1987, wrote about the class on his
Gartner blog, noting that the group has been “building models, learning
simulation, [and] gathering insight that some enterprises have not even
started working on. Not every college has tackled the BPM challenge.
GSU is one that has.”
As for the students’ professional
futures, McCoy encourages his readers to “Check out what they are
learning. Imagine hiring someone who doesn’t have to ask, ‘Ugh…just
what is a process?’” He directed the final, and somewhat urgent,
comments in his blog entry to Welke’s BPM students: “We need you out
here. Hurry up and graduate and get those resumes on the street.”
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