Evolution of the BPM Lifecycle (original) (raw)
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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.
IBIMA, 2020
The Business Process Management Lifecycle shows schematically how to implement and manage processes in an organization. Its task is to present the main idea or cardinal principles of Business Process Management (BPM) in a way that allows their uniform and intuitive understanding by those participating or who are to participate in the implementation. The aim of this paper is to analyze the impact of the Knowledge Management (KM) on the Business Process Management Lifecycle evolution and consequently on the evolution of the Business Process Management Systems. The article is an important contribution to the theoretical reflection on the current state and further evolution of BPM and BPM Lifecycle and Systems from the KM perspective. In the practical sphere, the article indicates the need to change the approach to creating iBPMS systems, with particular emphasis on the necessary changes in the principles of knowledge creation and distribution mechanisms.
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.
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
Business process management – at the crossroads
Business Process Management Journal, 2018
PurposeBusiness process management (BPM) has attracted much focus throughout the years, yet there have been calls questioning the future of BPM. The purpose of this paper is to explore the current state of the field through a dynamic literature review and identify the main challenges for its future development.Design/methodology/approachA dynamic co-citation network analysis identifies the “evolution” of knowledge of BPM and the most influential works. The results present the developed BPM subthemes in the form of clusters.FindingsThe focus within the field has shifted from facilitating wide-ranging business performance improvements to creating introverted optimizations within a particular BPM subgroup. The BPM field has thus experienced strong fragmentation throughout the years and has accrued into self-fueling subareas of BPM research such as business process modeling and workflow management. Those subareas often neglect related disciplines in other management, process modeling an...
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.
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The need to identify and continuously improve the business process and integrate them
A business process (also called business method) is a set of activities that must be done in order to produce services or goods in accordance with customer needs. Managing a business process mostly focuses on two domains. The first domain is individuals, i.e. appropriate employees must be selected in order to carry out the activities, which leads to understanding customer needs and, of course, simultaneously improving the process. The second domain is technology, which is the same as the use of software, equipment and machinery to achieve business goals. To achieve the goals and aspirations of a company, there is a business process modeling that includes a wide set of sub processes. In this paper, the criteria for classifying processes and types of process levels are studied. Through the study it is obtained that by changing an organization from tasks oriented to process oriented, and with regard to process integrity and their interactions, productivity increases dramatically in addition using the monitoring and analysis process, continuous improvement will be obtain.
Integrated Business Process Management in Contemporary Enterprises - a Challenge or a Necessity?
Contemporary Economics, 2022
The progressing globalization processes and new technological solutions require the organization to constantly adapt to changes taking place in the environment. More and more companies implement process management, both at the strategic and operational levels, considering the project and knowledge perspective. The article aims to show the usefulness of building the concept of integrated process management, based on the triad: processes, projects, knowledge in modern enterprises. The following research methods and techniques were used in the article: analysis of the literature on the subject, comparative analysis of the results of research carried out in the world, and the effects of own research carried out in Poland. The research has shown that usefulness of integrated business process management is ensured by the coordination of processes and links with strategic and operational assumptions, synergies of processes, projects, and knowledge. Such a solution can help the organization and transformation processes in the effective implementation of the strategy.
Business Processes–The Crucial Change
The purpose of this article is to bring to light the depth of involvement of industrialists on re-thinking their business processes. In a research study within several UK and Brazilian companies, two themes have appeared consistently; namely (1) a basic awareness of the importance of understanding business process flow, and (2) no clear demonstration of how business processes have actually been re-designed, or in some cases of how they have been considered at all. Possible reasons are given why some of ...