Navigating Through the Maze of Business Process Change Methods

Business Process Management (BPM) is an approach adopted by many organizations for improving their business processes in order to serve their customers more efficiently and effectively. Literature on BPM offers a plethora of methods used as a guide when improving business processes. Some are promoted as methods for process reengineering, while others as methods for improvement, redesign, or innovation. The number of BPM methods is overwhelming, such that organizations are faced with the challenge to select one that best fits their needs. In this paper, we follow a systematic literature review approach to investigate the characteristics of existing BPM methods. We find that the ambition, nature and perspective of the methods are important to determine whether they can be used for radical or incremental process change. Our findings point to the lack of research done on methods for radical process change

BPM-driven construction client requirements change management

Changing client requirements is one of the principal factors that contribute to delays and budget overruns of construction projects which as a result causes claims, disputes and client dissatisfaction. Change management ensures that such changes are handled through a properly coordinated and controlled process and retained throughout the project life cycle. This paper presents an empirical study that investigated the potential for an automated process of managing changes to clients’ requirements in construction projects. An initial focus group meeting was set up as a preliminary study which was followed by two case studies. Participant observation was used to conduct the case studies during which technical documents were also reviewed. The results show that current requirements change management process lacks efficiency. The paper concludes that business process management (BPM) approach could be a solution to better manage the requirements change process

Social Business Process Management: Croatian IT Company Case Study

Background: Social business process management is an integration of social software into the business process management (BPM). Its main goal is to overcome the limitations of classical BPM by applying social software principles within the BPM lifecycle. Since BPM is a holistic discipline it is important to also include cultural and social aspects into BPM studies. Objectives: The main aim of this paper is to examine the link between organizational culture, social software usage and BPM maturity in the observed company. Methods/Approach: A case study methodology has been used for this study. An interview has been conducted in combination with a survey approach. Results: Results of the research revealed a high usage of social BPM within the observed company in combination with a high level of BPM maturity and a clan organizational culture. Conclusions: The observed IT company has knowledge intensive processes and uses social BPM to deal with the process change and optimization. The clan culture is, by its characteristics, a favourable organizational culture for social BPM

Social Business Process Management and Knowledge Intensive Processes

Business process management (BPM) is a worldwide spread holistic management discipline which increases organizational performance by managing its business processes. A number of researchers indicate the need for further examination of the role of organizational culture in BPM and its maturity. In addition, there has been a recent development of social BPM as an effort to overcome the traditional BPM limitations by using social software for managing the organizations’ business processes and increasing collaboration between BPM project teams. Therefore, we conducted a case study in one Croatian IT company which operates as a consultant company and deals with software implementation. Since their processes are knowledge intensive, they are not always formal and structured so social BPM helps the company with process change and optimization. The aim of this paper is to examine the role of organizational culture and social software usage on BPM maturity in the observed company. This work is licensed under a&nbsp;Creative Commons Attribution-NonCommercial 4.0 International License.</p

Does Your Business Process Management (Still) Fit the Market? – A Dynamic Capability Perspective on BPM Strategy Development

Business Process Management (BPM) can be viewed as a set of techniques to integrate, build, and reconfigure an organization‟s business processes for the purpose achieving a fit with the market environment. While business processes are rather stable in low-dynamic markets, the frequency, quality, and importance of business process change amplifies with an increase in environmental dynamics. Taking the public sector example, we recognize that market dynamics can change over time (market dynamic shift), here: increase. We show that existing designs of BPM might not be able to cope with the mounting frequency and quality of business process change (market-BPM-misfit). On the basis of a qualitative in-depth case study, we provide evidence that a major cause for such misfit lies in ineffective (second order) organizational learning. We contribute to the literature by applying the Resource-Based View and Dynamic Capability framework to the case of BPM in order to better understand shifts in market dynamics and their consequences for BPM effectiveness. Practitioners find a proposal for identifying, understanding, and reacting to a market-BPM-misfit and for developing market-oriented BPM strategy

Social Business Process Management and Knowledge Intensive Processes

Business process management (BPM) is a worldwide spread holistic management discipline which increases organizational performance by managing its business processes. A number of researchers indicate the need for further examination of the role of organizational culture in BPM and its maturity. In addition, there has been a recent development of social BPM as an effort to overcome the traditional BPM limitations by using social software for managing the organizations’ business processes and increasing collaboration between BPM project teams. Therefore, we conducted a case study in one Croatian IT company which operates as a consultant company and deals with software implementation. Since their processes are knowledge intensive, they are not always formal and structured so social BPM helps the company with process change and optimization. The aim of this paper is to examine the role of organizational culture and social software usage on BPM maturity in the observed company. This work is licensed under a&nbsp;Creative Commons Attribution-NonCommercial 4.0 International License.</p

Exogenous Shocks and Business Process Management : A Scholars' Perspective on Challenges and Opportunities

Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic

Exogenous Shocks and Business Process Management

Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic