Business Process Management Adoption Patterns: A White Paper (original) (raw)
Related papers
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...
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.
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.