ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Business Process Redesign in the Perioperative Process: A Case Perspective for Digital Transformation

This case study investigates business process redesign within the perioperative process as a method to achieve digital transformation. Specific perioperative sub-processes are targeted for re-design and digitalization, which yield improvement. Based on a 184-month longitudinal study of a large 1,157 registered-bed academic medical center, the observed effects are viewed through a lens of information technology (IT) impact on core capabilities and core strategy to yield a digital transformation framework that supports patient-centric improvement across perioperative sub-processes. This research identifies existing limitations, potential capabilities, and subsequent contextual understanding to minimize perioperative process complexity, target opportunity for improvement, and ultimately yield improved capabilities. Dynamic technological activities of analysis, evaluation, and synthesis applied to specific perioperative patient-centric data collected within integrated hospital information systems yield the organizational resource for process management and control. Conclusions include theoretical and practical implications as well as study limitations

Business Process Management Education in Academia: Status, challenges, and Recommendations

In response to the growing proliferation of Business Process Management (BPM) in industry and the demand this creates for BPM expertise, universities across the globe are at various stages of incorporating knowledge and skills in their teaching offerings. However, there are still only a handful of institutions that offer specialized education in BPM in a systematic and in-depth manner. This article is based on a global educators’ panel discussion held at the 2009 European Conference on Information Systems in Verona, Italy. The article presents the BPM programs of five universities from Australia, Europe, Africa, and North America, describing the BPM content covered, program and course structures, and challenges and lessons learned. The article also provides a comparative content analysis of BPM education programs illustrating a heterogeneous view of BPM. The examples presented demonstrate how different courses and programs can be developed to meet the educational goals of a university department, program, or school. This article contributes insights on how best to continuously sustain and reshape BPM education to ensure it remains dynamic, responsive, and sustainable in light of the evolving and ever-changing marketplace demands for BPM expertise

Assessing the relationship between bpm maturity and the success of organizations

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementFor the past decades, organizations have been investing heavily in BPM projects in the hope of improving their competitive advantage in an increasingly complex environment. However, although it is believed that the higher the level of BPM maturity the greater the success of the organization, experience shows that this relationship is not always possible to prove. The purpose of this study is to help clarify the relationship between the level of BPM maturity and the success of an organization. This was done through the implementation of a case study-based research within a global company that has an operation in Portugal, focusing on the shared services organization. An analysis of the existing BPM maturity models and its level of coverage of BPM core areas was conducted as a way to select the most suitable BPM maturity model to conduct the assessment of the current BPM maturity level of the organization. It was also established a framework to characterize the success of an organization. These two inputs, along with information gathered to understand process improvements that were implemented and its impact in the organization, were the basis for conducting the research. Results show a successful organization, with a high maturity level according to the BPM OMG maturity model, that has been investing in continually improving its processes with a strong focus on digital transformation. The identified benefits from a high level of BPM maturity, namely the improved productivity, cost reduction, error & risk prevention, higher agility, employee upskilling and knowledge retention, were shown to have a positive influence in the majority of the dimensions used to characterize the success of the organization

Business process management tools as a measure of customer-centric maturity

In application of business process management (BPM) tools in European commercial sectors, this paper examines current maturity of customer centricity construct (CC) as an emerging dimension of competition and as a potential strategic management direction for the future of business. Processes are one of the key components of transformation in the CC roadmap. Particular departments are more customer orientated than others, and processes, customer-centric expertise, and approach can be built and utilized starting from them. Positive items within a current business process that only involve minor modification could be the basis for that. The evidence of movement on the customer-centric roadmap is found. BPM in European telecommunications, banking, utility and retail sector supports roadmap towards customer-centricity in process view, process alignment and process optimization. However, the movement is partial and not flawless, as BPM hasn’t been inquired for supporting many of customer-centric dimensions

An Initial Maturity Model for Information Governance

This report details the maturity model for information governance which will be used to assess the E-ARK Project use cases. The method that guides the application of this maturity model will then be detailed in deliverable 7.5, A Maturity Model consists of a number of entities, including “maturity levels” (often six) which are, from the lowest to the highest, (0) Non Existent, (1) Initial, (2) Basic, (3) Intermediate, (4) Advanced and (5) Optimizing. Each process can have its own Maturity Model, which expresses quantitatively the maturity level of an organization regarding a certain process. A Maturity Model provides also a way for organizations to see clearly what they must accomplish in order to pass to the next maturity level. The use of maturity models is wide spread and accepted, both in industry and academia. There are numerous maturity models, at least one for each of the most trending topics in such areas as Information Technology or Information Systems. Maturity Models are widely used and accepted because of their simplicity and effectiveness. They can easily help understanding the current level of maturity of a certain aspect in a meaningful way, so that stakeholders can clearly identify strengths and weaknesses requiring improvement, and thus prioritise what must be done in order to reach a higher level. This can be used to show the outcomes that will result from that effort, enabling stakeholders to decide if the outcomes justify the effort

Critical success factors of business process management:investigating the coverage of business process (management) maturity models

Business Process Management (BPM) aims to improve the quality of business processes by consolidating the concepts of modelling, reengineering, automation, management, and innovation. Tailoring multi-faceted BPM to specific contexts of organizations on the ground of fast-growing information technology is the challenge of the current decade. A considerable number of critical success factors (CSFs) for BPM has been proposed by various studies in the scientific literature to provide insight into the process of achieving BPM. However, only few of these studies propose guidelines/practices for addressing the CSFs. This study is intended to provide a state-of-the-art of CSFs of BPM by a systematic review of scientific literature and to investigate content coverage of business process maturity models as a potential enabler of realization of these CSFs. We searched the studies between the years 2000 and 2015 in established digital libraries and identified 14 CSF categories from 18 studies out of 242 studies retrieved initially. Following that, we searched for evidence on the existence of each CSF category in five maturity models, namely Business Process Management Capability Framework (BPM-CF), Business Process Orientation Maturity Model (BPO-MM), Business Process Orientation Maturity Framework (BPO-MF), Business Process Maturity Model (OMG-BPMM), and Process and Enterprise Maturity Model (PEMM). The findings from our investigation show that, despite the variance in degree of coverage of CSF categories by selected BPMMs, maturity models stand as a promising reference for organizations to start their BPM efforts.\u3cbr/\u3

Green BPM as a business-oriented discipline : a systematic mapping study and research agenda

Green Business Process Management (BPM) focuses on the ecological impact of business processes. This article provides a systematic mapping study of Green BPM literature to evaluate five attributes of the Green BPM research area: (1) scope, (2) disciplines, (3) accountability, (4) researchers and (5) quality control. The results allow developing a research agenda to enhance Green BPM as an approach for environmentally sustainable organizations. We rely on a dichotomy of knowledge production to present research directives relevant for both academics and practitioners in order to help close a rigor-relevance gap. The involvement of both communities is crucial for Green BPM to advance as an applied, business-oriented discipline

A Critical Analysis of Business Process Management Education and Alignment with Industry Demand: An Australian Perspective

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

WHAT MAKES A USEFUL MATURITY MODEL? A FRAMEWORK OF GENERAL DESIGN PRINCIPLES FOR MATURITY MODELS AND ITS DEMONSTRATION IN BUSINESS PROCESS MANAGEMENT

Since the Software Engineering Institute has launched the Capability Maturity Model almost twenty years ago, hundreds of maturity models have been proposed by researchers and practitioners across multiple application domains. With process orientation being a central paradigm of organizational design and continuous process improvement taking top positions on CIO agendas, maturity models are also prospering in business process management. Although the application of maturity models is increasing in quantity and breadth, the concept of maturity models is frequently subject to criticism. Indeed, numerous shortcomings have been disclosed referring to both maturity models as design products and the process of maturity model design. Whereas research has already substantiated the design process, there is no holistic understanding of the principles of form and function – that is, the design principles – maturity models should meet. We therefore propose a pragmatic, yet well-founded framework of general design principles justified by existing literature and grouped according to typical purposes of use. The framework is demonstrated using an exemplary set of maturity models related to business process management. We finally give a brief outlook on implications and topics for further research