2,040 research outputs found
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
Cultural Differences in Implementing Business Process Management Systems
In this paper we present the results of an international comparative research conducted through a special web survey, i.e. an online ‘game’ to rate and classify Critical Success Factors (CFSs) for BPMS implementations. The survey was completed by 39 respondents from 11 different countries. Central to the research was the question how BPM-systems success factors are perceived by professionals from different countries (i.e. cultural backgrounds) and how this is related to other characteristics such as their level of experience within the BPM domain. The respondents judged a total of 55 factors in two ways: (1) by allocating them to one of the five domains of BPMS implementation, and (2) by ranking their importance for BPMS implementations. Significant differences were found between respondents from Northern European versus Anglo-American countries, and between respondents with different levels of experience with BPMS implementations
Organisation Culture and Business Process Management Success
A globally ageing population is more frequently required to utilize information systems as caregiving agencies and government policies adapt newer technologies to sustain efficiency. This unique user group commonly has difficulty with the solutions presented to them, and recent studies have focused on establishing the causes of these difficulties and possible solutions to them. However, these approaches are spread over a variety of technology domains (e.g. Mobile, Web, Desktop) and there seems to be little alignment between them, despite some obvious overlaps. In this paper, we conducted a systematic literature review to provide a structured overview of the current state of the literature regarding user interface development for elderly users over a variety of domains. Possibilities for future research and significant findings are also discussed
Business Process Management Practices in a Small Transition Economy: Current Status and Research Opportunities
The main objective of this research is to contribute to an improved understanding of BPM practices in transition economies. The paper offers an overview of the key motives for BPM implementation within different business processes and across industry sectors, as currently practiced by 240 (large and small) companies in a small transition economy of Bosnia & Herzegovina. Being the first of its kind for this particular country, this research also contributes to an important body of knowledge on BPM in transition economies of a particular type. Our research also identifies an important limitation of prior research in this area, where BPM studies are often de-contextualized from their very unique context of transition economies. Consequently, we propose to expand the current research on BPM in transition economies to include further research on BPM for transition economies
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
BPMS implementations in SMEs: Exploring the creation of a situational method
Small and Medium Enterprises (SME) comprise 99% of the European-economy, though, most research and implementation methods concerning Business Process Management Systems (BPMS) focus on large enterprises. We create a BPMS implementation method that is suitable for SMEs. Based on three existing BPMS implementation methods and by incorporating differentiators of SMEs and large enterprises a BPMS implementation method is constructed. The constructed method is validated through a series of interviews with BPMS implementation experts. Experts agree with the constructed method though discussion arise on a more detailed level of activities in the method
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In Search of Competencies Needed in BPM Projects
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
Enterprise Resource Planning of Business Process Systems
In ERP implementation, customization should usually be undertaken to ensure a fit between business process systems and current organizational processes. This paper focuses on the issues associated with ERP customization and how large organizations deal with them. Information presented in this paper was gathered from reviewing related literature and interviews with implementation and consulting teams of a major ERP vendor. Customization issues addressed in this paper are organizational information needs or requirements, cost, technical complications, and lack of knowledge and experience within the implementation team. These factors, if not considered adequately, may lead to ERP implementation failure
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