Business Process Management Adoption Patterns: A White Paper (original) (raw)
2019
Big size corporate companies that opt for Business ProcessManagement (BPM) adoption invest a lot in BPM initiatives with theprimary focus on the identification and standardization of best practicesin the different phases of the BPM lifecycle. The business processes de-signed are usually seen as the standard way of executing the processesand tend not be adapted to specific customers' need or changing condi-tions. Furthermore, the acceptance of a paradigm shift by the end usersis an added challenge. This case introduces a success story on BPMadoption in complex environments where different organizational unitswith different needs are involved. The projects executed in different unitsrespond to specific customers’ requirements, which affects the set of pro-cesses to be designed and executed within them. We developed a novelapproach inspired by the Cynefin framework and used it to define processarchitectures and the respective business process models for a subset ofthe units. To ens...
Evolution of the BPM Lifecycle
2018
The process lifecycle systematizes the method of implementing and managing business processes in the organization. Due to changes in the social culture and the availability of technologies, the process lifecycle are also undergoing constant changes. The aim of this article is to analyze the direction of these changes and to propose a new process lifecycle, which would account for the requirements of the knowledge economy. The article presents an overview of relevant literature on managing the process lifecycle. In the second part, it discusses changes to the principles of holding business operations, which are increasingly more limiting with respect to the scope of using traditional process management. In the third part, the article proposes an updated the business process lifecycle, which would adjust the lifecycle to observed business changes and make use of emerging ICT solutions. The proposed process lifecycle guarantees the coherence of the implementation process in KE.
An analysis of BPM lifecycles: from a literature review to a framework proposal
Business Process Management Journal, 2014
Purpose-Business process management (BPM) is an emerging research theme in management. BPM lifecycles are models that systematize the steps and activities that should be followed for conducting BPM projects. The theoretical and empirical studies present differences regarding the number of steps and activities that should be carried out for promoting BPM. Using the BPM lifecycle model of the Association of Business Process Management Professionals (ABPMP)-an entity that proposes a common body of knowledge on BPM, as a parameter, this paper conducts a literature review to investigate lifecycle models within the academic-scientific ambit, identify convergences and variations and analyze the alignment between business strategy and processes in BPM activities in these models. The purpose of this paper is to propose a framework that deals with alignment between strategy and business processes in an explicit manner. Design/methodology/approach-A literature review was conducted aimed at prospecting papers about the BPM lifecycle. For such, the Scopus, Google Schoolar and Science Direct databases were accessed. The selection process was structured in two steps: the first filtered studies based on a reading of the title, abstract and key words; the second step consisted of selecting papers based on a complete reading of those papers resulting from the first step and from the references they contained. Findings-Seven BPM lifecycle models were selected and analyzed. A comparison was presented between the model steps and the model proposed by ABPMP. The particularities of each model were identified and the study suggests an alignment of these models with the BPM lifecycle proposed by ABPMP, in particular with the analysis, design and modeling, implementation and monitoring and control steps. Four models do not include the planning step, whereas four others do not incorporate refining. The majority of models studied projects the automation of business processes. This study reinforces that ABPMP's BPM lifecycle is a reference model, observing that the activities in the other models studied are projected in it. However, it was observed that in the ABPMP model as well as the models studied, there is little emphasis on organization strategy and on defining process architecture. Thus, this study suggests the incorporation of activities proposed by Burlton (2010) as an additional instrument for the ABPMP BPM lifecycle model to align strategy to processes in BPM projects. For such, a framework was proposed that deals with alignment between strategy and business process in an explicit manner. Originality/value-This study presents a typology of BPM lifecycle models, with common characteristics and peculiarities, and it analyzes the alignment between processes and strategy in the models' activities. This study can assist professionals in the adoption of a model for implementing BPM projects and for continuous improvement.
149. Major Issues in Business Process Management: A Vendor Perspective
Business Process Management (BPM) is widely seen as the top priority in organisations wanting to survive the current competitive markets. However, there appears to be a gap on what organizations want from their BPM deployments, with the actual results in such projects. It would be beneficial to study the different views on BPM issues across different stakeholders to better comprehend this gap. This paper reports on empirical evidence on the issues that organizations face in the adoption of BPM technologies and their efforts to manage business processes, from a BPM vendor perspective.
Insights into the Evolution of BPM in Organisations
2007
There is no doubt that Business Process Management (BPM) is of high interest to both academics and practitioners. Whilst there is a plethora of academic research focused on various aspects of BPM such as process modelling, process improvement and, process execution there is little that investigates BPM in its broadest sense as a holistic management practice. From a practical perspective this shortcoming is reflected in the on-going search for a “best-practice” approach to implementing BPM. Despite the emergence of prescriptive models that support this approach, this research challenges the notion that such a best-practice exists. The researchers use an existing BPM maturity model to show that the emphasis placed on critical aspects of BPM is different between organisations and over time. Furthermore, the research shows that a combination of contextual variables is likely to influence the how BPM evolves and matures within organisations. With this study the researchers raise importan...
Surveying the critical success factors of BPM-systems implementation
Business Process Management Journal, 2010
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.
Motivations for BPM Adoption: Initial Taxonomy based on Online Success Stories
2019 Federated Conference on Computer Science and Information Systems (FedCSIS), 2019
The main aim of this research in progress is to develop an initial taxonomy of motivations underlying BPM (Business Process Management) adoption in organizations. This initial study is based on the analysis of 75 customer cases and success stories published on-line by BPM system vendors and BPM consulting companies. We used the mixed conceptual/empirical approach to taxonomy development basing the empirical analysis on descriptive data-coding canon. As the result of our research we present an initial taxonomy of the motivations for the adoption and use of BPM that consists of three dimensions: the organizational scope of a BPM initiative (enterprise-wide, process-focused or task oriented); presence (or not) of the information technology component; and, the importance of external versus internal drivers motivating a BPM initiative. Proposed initial taxonomy will be developed in further research and will serve to link the motivation to change with the expected benefits of BPM adoption.
Understanding the Success Factors in Adopting Business Process Management Software: Case Studies
Interdisciplinary Description of Complex Systems, 2018
A number of studies on the successes and failures of business process management (BPM) have been conducted with the aim of identifying BPM adoption success factors. The complex and comprehensive nature of BPM has resulted in the lack of a generally accepted framework for successful BPM adoption. One general means of ensuring BPM success is through the adoption of business process management software (BPMS). The fact that there is currently no consensus as to a generally accepted definition of BPM software makes it difficult to define the criteria for its selection. There are several reasons for this: (i) the size and complexity of the field, (ii) determining business needs is not always straightforward, and (iii) the BPM software market is complex and its features and capabilities vary greatly across vendors. In this article, we examine the contextual and technical perspectives of BPMS adoption and related critical success factors (CSF). The goal of this study was to propose BPMS selection guidelines with regard to the organizational, environmental and technological CSFs of BPMS adoption, to support decision makers in selecting the right BPMS. To accomplish this, we applied a multiple-case study approach and carried out a set of interviews in companies that have fully or partly adopted BPMS. Semi-structured interviews were used to gather quantitative data for those topics that can be evaluated numerically, and qualitative contextual (organizational and environmental) CSFs relevant for BPMS adoption success.
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.
Major issues in business process management: a vendor perspective
2007
The results presented in this report are part of a larger global study on the major issues in BPM. Only one part of the larger study is reported here, viz. interviews with BPM experts. Interviews of BPM tool vendors together with focus group studies involving user organizations were conducted in parallel and set the groundwork for the identification of BPM issues on a global scale. Through this multi-method approach, we identify four distinct sets of outcomes. First, as is the focus of this report, we identify the BPM issues as perceived by BPM experts. Second, the research design allows us to gain insight into the opinions of organizations deploying BPM solutions. Third, an understanding of organizations' misconceptions of BPM technologies, as confronted by BPM tool vendors, is obtained. Last, we seek to gain an understanding of BPM issues on a global scale, together with knowledge of matters of concern. This final outcome is aimed to produce an industry-driven research agenda that will inform practitioners and, in particular, the research community worldwide on issues and challenges that are prevalent or emerging in BPM and related areas.
DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal. If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the "Taverne" license above, please follow below link for the End User Agreement:
BPMN usage: An analysis of influencing factors
Business Process Management Notation (BPMN) is a recent modelling notation that has already achieved widespread adoption. BPMN allows for the conversion to executable code and is purported to be intuitive to business and expressive enough for IT. Yet the objectives of the BPMN specification have only been partially achieved. The purpose of this paper is to understand the factors that affect how BPMN is used in organisations. This qualitative research performed in South Africa was conducted across four organisations that use BPMN for typical and advanced purposes and vendors were also included. The resultant model illustrates factors affecting BPMN use. Process awareness among business analysts and business users, business ease of use and securing business buy-in are dominant factors impacting the way BPMN is used in organisations.
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.
Drivers and Evolution Paths of BPMS: State-of-the-Art and Future Research Directions
Informatica
The aim of the article is to identify drivers and limiters of the development of Business Process Management Systems (BPMS) from the point of view of the industry and the academia, and to formulate practical recommendations. Their identification is crucial in order to remove a considerable gap between the approach to knowledge-intensive business processes (kiBPs), which require dynamic management and are decisive with regard to the competitive position of the organization under the conditions of Industry 5.0, as well as the possibilities offered by ICT solution, and the current possibilities and needs of BPM practitioners. The authors applied a methodological approach based on a theoretical literature review and a review of practice through online structured expert interviews with key BPMS solution providers. According to the literature, the main drivers pertain to the enterprises’ efforts to reduce costs and improve their productivity and efficiency, develop technology, and enact c...
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.
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.
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.
Communications in Computer and Information Science, 2010
Business process management suites (bpms's) represent one of the fastest growing segments in the software industry as organizations automate their key business processes. As this market matures, it is interesting to compare it to Chris Anderson's 'Long Tail.' Although the 2004 "Long Tail" article in Wired magazine was primarily about the media and entertainment industries, it has since been applied (and perhaps misapplied) to other markets. Analysts describe a "Tail of BPM" market that is, perhaps, several times larger than the traditional bpms product market. This paper will draw comparisons between the concepts in Anderson's article (and subsequent book) and the bpm solutions market.
Influences on the adoption of BPM/BIM: an Australian perspective
2009
BPM/BIM offer the possibility of faster, more accurate collaborative working thereby offering a solution to many current construction industry challenges, yet their usage remains frustratingly limited. It follows that there are likely be a number of influences and the aim of this research was therefore to identify those that could be considered relevant to the Australian construction industry. It first modeled candidate inhibitors identified from the literature, applying this to a single ‘critical case’ study project. Interviews undertaken with six key stakeholders were triangulated with two industry experts. Coding and abstraction of the data largely confirmed the efficacy of the model, which was subsequently found to be congruent with Brewer’s model of Innovation & Attitude (Brewer 2008) after qualitative meta-analysis was conducted.