Major issues in business process management: a vendor perspective (original) (raw)
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Major Issues in BPM Major issues in Business Process Management: an Expert Perspective
Process is perennial. Within any business activity or enterprise it is crucial that the variable of "operational efficiency" is maintained at sufficiently high levels, such that the return on investment is sustainable enough to justify its continued existence. Business Process Management (BPM) is the term used to encapsulate a process-driven approach to attaining enterprise operational efficiency. Despite BPM being ranked as top priority by organizations, current status of BPM research suggests a gap of addressing present industry demands. In this paper, we aim to identify the issues that organizations face in their efforts to manage business processes, as identified by BPM experts across the globe. The findings point to, among others, lack of top management support, lack of tool support for process visualization, and lack of connection between process design and process execution.
Current and Future Issues in BPM Research: A European Perspective from the ERCIS Meeting 2010
Communications of the Association for Information Systems
Business process management (BPM) is a still-emerging field in the academic discipline of Information Systems (IS). This article reflects on a workshop on current and future issues in BPM research that was conducted by seventeen IS researchers from eight European countries as part of the 2010 annual meeting of the European Research Center for Information Systems (ERCIS). The results of this workshop suggest that BPM research can meaningfully contribute to investigating a broad variety of phenomena that are of interest to IS scholars, ranging from rather technical (e.g., the implementation of software architectures) to managerial (e.g., the impact of organizational culture on process performance). It further becomes noticeable that BPM researchers can make use of several research strategies, including qualitative, quantitative, and design-oriented approaches. The article offers the participants' outlook on the future of BPM research and combines their opinions with research results from the academic literature on BPM, with the goal of contributing to establishing BPM as a distinct field of research in the IS discipline.
Progressing an Organizational Approach to BPM: Integrating Experience from Industry and Research
Lecture Notes in Business Information Processing, 2009
In 2002, Company Q knew it had a problem. No longer could it continue to run its operations as it had previously. Disparate projects were having a counteractive effect. Changing legislation and regulations were increasing reporting requirements and competition. Increased usage of its transport networks were resulting in scheduling difficulties, delays and customer dissatisfaction. A thorough review of alternative business management approaches indicated merit in adopting Business Process Management (BPM) as an organizational approach. At the time however, the process of how to adopt such an approach had received little attention in either academic or practitioner literature. Consequently, Company Q approached QUT for assistance with progressing and measuring BPM as a holistic approach to managing an organization. This paper reflects upon the role of the study in Company Q's subsequent BPM journey.
Surveying the critical success factors of BPM-systems implementation
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This paper explores if there is a common ground for the definition of BPM and BPM-systems, as well as the Critical Success Factors (CSFs) for BPM-system implementation. A BPM-system Implementation Framework is validated that classifies the CSFs in distinctive domains that can be used for BPM project management and organization.
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Observing the use of BPM tools: A step towards flexibility
2006
The development of the tools of Business Process Management (BPM) arises from the spread of the notion of process in the managemen tu niverse. The application of BPM to strategic processes is blocked by the tools' rigidity. They have difficulty in handling the processes of which the structure is not clearly defined and/or those for which all information is not available at the beginning. That is why increased flexibility is sought. Having stated needs and works, we propose a new architecture exploiting the distances between prescribed processes and executed processes. On the basis of observation data, a set of techniques enables us to extract some elements which are significantfor the designer. Here we present our architecture of exploitation of the observation data and give the results of an experiment aiming at checking the feasibility and the relevance of it. They reveal a real potential for development as well as a series of restrictive elements.
A critical analysis of global BPM demand
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Business Process Management is accepted globally as an organisational approach that can be used to enhance productivity and drive cost efficiencies. Whilst there are numerous research articles that discuss this management approach, none clearly articulate the preferred BPM capabilities sought across geographic regions. This study aims to address this through a structured content analysis of leading on-line recruitment websites, supported by essential BPM capabilities-identified through leading academic BPM capability ...
Special issue on best papers from the “BPM 2012” workshops
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Business Process Management (BPM) investigates how organizations function and can be improved on the basis of their business processes. The starting point for BPM is that organizational performance is a function of process performance. Thus, BPM proposes a set of methods, techniques and tools to discover, analyze, implement, monitor and control business processes, with the ultimate goal of improving these processes. Most importantly, BPM is not just an organizational management discipline. BPM also studies how technology, and particularly information technology, can effectively support the process improvement effort.
In Search of Competencies Needed in BPM Projects
2008
Business Process Management (BPM) and supporting BPM-systems are increasingly implemented within organizations and supply chains. However a common accepted definition of the BPM-concept is omitted and the same is true for the competencies (knowledge, skills and attitudes) that project members need during a BPM-implementation. In this paper we present the results of a survey among Dutch consultants, developers and end-users of BPM-systems. The survey is designed to investigate whether there is a shared view among different disciplines with regard to the definition of BPM and the relevant competencies for BPM implementation. After presentation and interpretation of the results of this survey, we propose an international study to explore if BPM definitions and its relevant competencies differ across regions and cultures.
2012
The enabling role of technology for effective business process management (BPM) is not being doubted. However, finding the right tool that suits a company's specific requirements is usually a challenging task. This paper presents a novel decision framework for the critical assessment of BPM tools which maps company requirements to different levels of BPM maturity and thus aims to be applicable in various organizational contexts. The framework includes emerging BPM features such as sophisticated process simulation capabilities and the support of common IT reference models and is complemented by a decision model which provides for complex preferences and uncertainty throughout the assessment process. We demonstrate the applicability of the proposed artefact by the case of a tool selection at a major telecommunications company and a survey-based analysis of 19 BPM tool vendors in the European market.