A critical analysis of global BPM demand (original) (raw)
Related papers
2010
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 frameworks. Whilst the skills of process modelling, documentation and improvement were commonly sought, Enterprise level factors such as strategic alignment and process governance were less frequently mentioned. In addition, there are geographical differences in the BPM skill set requirements with an emphasis on process governance and organisational culture in European countries. This analysis can be used by prospective and current BPM professionals to understand orga...
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.
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.
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.
A Framework for a BPM Center of Excellence
A BPM Center of Excellence (CoE) is a governance mechanism that is widely adopted by organizations aiming for a consistent and centralized roll-out of BPM initiatives. This Article debates and groups a list of services that could be offered by a centralized BPM Center of Excellence, and proposes three capability levels for the structured progression of the CoE offerings. The level of detail of analysis goes beyond previous proposals and facilitates the design of such a CoE according to different levels of BPM maturity.
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.
Communications of the Association for Information Systems, 2013
Business Process Management (BPM) is accepted globally as an organizational approach to enhance productivity and drive cost efficiencies. Studies confirm a shortage of BPM skilled professionals with limited opportunities to develop the required BPM expertise. This study investigates this gap starting from a critical analysis of BPM courses offered by Australian universities and training institutions. These courses were analyzed and mapped against a leading BPM capability framework to determine how well current BPM education and training offerings in Australia address the core capabilities required by BPM professionals globally. To determine the BPM skill-sets sought by industry, online recruitment advertisements were collated, analyzed, and mapped against this BPM capability framework. The outcomes provide a detailed overview on the alignment of available BPM education/training and industry demand. These insights are useful for BPM professionals and their employers to build awareness of the BPM capabilities required for a BPM mature organization. Universities and other training institutions will benefit from these results by understanding where demand is, where the gaps are, and what other BPM education providers are supplying. This structured comparison method could continue to provide a common ground for future discussion across university-industry boundaries and continuous alignment of their respective practices.