A Success Model for Business Process Management Implementation (original) (raw)

The critical success factors of business process management

Although business process management ('BPM') is a popular concept, it has not yet been properly theoretically grounded. This leads to problems in identifying both generic and case-specific critical success factors of BPM programs. The paper proposes an underlying theoretical framework with the utilization of three theories: contingency, dynamic capabilities and task-technology fit. The main premise is that primarily the fit between the business environment and business processes is needed. Then both continuous improvement and the proper fit between business process tasks and information systems must exist. The underlying theory is used to identify critical success factors on a case study from the banking sector.

Implementing Business Process Management

Business Excellence and Management, 2014

Business Process Management (BPM) is considered to be the third wave in business process theory. Appearing as a response to the critique formulated regarding Business Process Reengineering, BPM tries to be a more holistic and integrated approach to management and processes. In a time where complex solutions are needed solution that incorporates elements from various concepts, Business Process Management can be, in my opinion, a link between these ideas. After a short introduction presenting general background information pertinent to the subject, the second chapter focuses on the theoretical concept of Business Process Management, its origins, definitions and key characteristics. Finally, the third chapter present a Business Process Management implementation methodology alongside with a list of key elements that should be taken into consideration when implementing BPM and a strategy oriented strategy and model in general.

Critical success factors for different stages of business process management adoption – a case study

Economic Research-Ekonomska Istraživanja, 2015

Many organisations fail in their attempt to adopt business process management (BPM). Although general critical success factors (CSFs) are well understood, we argue that CSFs are not the same for all stages of BPM adoption. The purpose of this article is to identify the CSFs in different stages of BPM adoption. A case study approach was used to analyse a successful BPM adoption in a public company. The article provides empirical insights about CSFs in individual stages of BPM adoption. We find that the guidance of external consultants was very important, although this factor is not commonly recognised in the literature. The article shows that the identification of well-known CSFs of BPM adoption gives only a limited view since the factors change between stages. Organisations need to carefully identify the stage and prepare a roadmap for their BPM adoption.

Business Process Management – Do We Need a New Research Agenda?

Communications in Computer and Information Science, 2011

This article is an answer to the thesis that research in the domain of business process management (BPM) is doing the wrong job, does not deliver results and therefore is responsible for the alleged failure of BPM in the field. We work out that this thesis is not based on any scientific argumentation or proof. Based on the finding that BPM itself does not have a solid scientific foundation we present some thoughts how to come up with a scientific theory of BPM. Additionally we argue that the term BPM has different meanings in different research and application areas. This, logically, leads to different research interests, but all together they give a complex (but fragmented) picture and will emerge towards an unified theory of BPM. The conclusion of this article follows the insight of experts in the domain of BPM research and application, that research in BPM is still not finished and that it is rather at the very beginning. Especially if we understand BPM as one element of sociotechnical systems, which leads us to think about a more holistic approach in the sense of systems theory.

BPR implementation process: an analysis of key success and failure factors

Business Process Management Journal, 1999

This paper provides a holistic view of the Business Process Re-engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation, classifies these factors into subgroups, and identifies key factors of success and failure. Finally, it explains how these factors influence the process of BPR implementation.

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.

Business Process Management Don't forget to improve the process

Business Process Management (BPM) is the discipline that combines knowledge from information technology, management sciences and industrial engineering, with the goal of improving business processes. The discipline builds upon earlier work on office automation, workflow management, operations research, lean manufacturing, six sigma and business process reengineering. Although the value of "process thinking" is widely acknowledged and most organizations document their processes one way or another, more sophisticated BPM techniques and technologies failed to become widely adopted. This special issue of BISE on BPM Use Cases aims to provide an overview of the BPM discipline and reflect on its development. To set the scene, we provide a short history of BPM followed by a critical analysis of the current state of the art. We will argue that the, sometimes excessive, focus on process models does not always yield better business processes. The central question addressed in this paper is "How can BPM contribute to better processes rather than better models?"

Business Process Management — S-BPM a New Paradigm for Competitive Advantage?

Communications in Computer and Information Science, 2010

This article summarizes our motivation to deal with business process management in several dimensions. Firstly, a critical survey on the current status of business process management in industry is given. Based on well known facts from the area of business administration and strategy, we show why business process management as a whole needs to renew its paradigm, especially in the context of IT support. We further demonstrate that one emerging methodology, the notion of subject oriented business process modeling, is one of the promising candidates to change the way of working and to unfold the full potential of business process thinking in organizations. Secondly, we provide some insights into current educational and research agenda at our bachelor and master program Information Management, respectively, considering the subject oriented business process modeling approach as a valuable alternative to heretofore established procedure models. In conclusion, a brief outlook on future actions concerning S-BPM in research and education at our department is given. Business Process Managgement