The Impact of SAP on the Utilisation of Business Process Management (BPM) Maturity Models in ERP projects

The SAP Enterprise Resource Planning (ERP) system is a leading software solution for corporate business functions and processes. Business Process Management (BPM) is a management approach designed to create and manage organizations’ business processes. Both promise an improvement of business processes in companies and can be used together in organizations. In conjunction with the SAP ERP system and BPM approach, BPM maturity models can be used as diagnostic tools that allow an organization to assess and monitor the maturity of its business processes. This research analyses the complex relationships between SAP, BPM and BPM maturity models. The aim is to investigate and analyse the interaction between the use of the SAP ERP software package and the deployment of BPM maturity models. The research adopts a multiple case study approach, based on semi-structured expert interviews, and provides an in-depth insight into how a small number of organizations use SAP, BPM and BPM maturity models

The impact of SAP on the utilisation of Business Process Management (BPM) maturity models in ERP projects

The SAP Enterprise Resource Planning (ERP) system is a leading software solution for corporate business functions and processes. Business Process Management (BPM) is a management approach designed to create and manage organisations’ business processes. Both promise an improvement of business processes in companies and can be used together. In conjunction with the SAP ERP system and BPM approach, BPM maturity models can be used as diagnostic tools that allow an organisation to assess and monitor the maturity of its business processes. This research analyses the complex relationships between the three topics of SAP, BPM and BPM maturity models and the impact of SAP on the use of BPM maturity models. This study is based on eleven personal interviews that were conducted with participants with many years of practical experience within the three subject areas. Four maturity models, which feature in the interview statements, are examined in more detail. The results of the interviews are then compared with the documentation of the four BPM maturity models for possible dependencies. The connections between SAP and BPM maturity models have not yet been discussed in the literature. This research illustrates that SAP ERP is a dominant system in many companies and has an impact on the utilisation of the BPM approach. To identify and improve the dependencies within an organisation, this research develops ten principles which any organisation can use as management guidelines to use the SAP system in a more optimised way. Collecting data from multiple sources strengthens the validity of the data. For this reason, a web survey is used to examine whether the ten developed principles are supported by SAP users and process consultants. More than 150 participants took part in this web survey and evaluated the developed principles. This research uses the method of triangulation from various data sources to examine the relationship between BPM and BPM maturity models from the point of view of a SAP ERP system, and to develop principles that enhance collaboration

Assessment of Business Process Maturity Model in Culinary SMEs as a Pre-Stage of Enterprise Resource Planning Implementation

The SMEs sector is predicted to have a surplus of ERP implementation projects in 2024, with 60% of the total implementation projects. However, the ERP implementation growth cannot be separated from the threat of project failure (35%) and project delays (55%). This study measured the maturity of business processes as a pre-implementation stage to reduce the risk of ERP implementation failure. The object studied was three culinary SMEs in Yogyakarta. This paper used McCormack’s theory of business process management maturity model, combined with the ICT maturity model developed by Pham. The assessment showed that the three SMEs were at the lowest level of business process maturity, the ad hoc level. Meanwhile, the ICT maturity varies from inactive to substantial. However, SME A had the eligibility to implement an ERP system but first needed to perform the business process re-engineering. The recommendations were designed for SME A to enhance its business process flow by proposing a business process based on the best practice process used by ERP system providers

Critical Success Factors Classification Framework for Measuring Maturity of Organisations using New Generation ERP Systems: A Systematic Literature Review

This paper investigates how Critical Success Factors (CSFs) can be used to determine appropriate measurement items for design and assessment of ERP Maturity Models (ERPMMs). Our systematic literature review answers: RQ1 What are the primary dimensions of CSFs that can be used as measurement items for ERP maturity models? and RQ2 What are the additional dimensions of CSFs that can be used to evaluate the maturity of organisations using new generation ERP systems? Results reveal most ERPMMs can be categorised into specific CSF dimensions, and different sets of measurement items can be derived from these dimensions. The main contribution of this research is a CSF classification framework with eight dimensions: Governance, Culture, Technology, Operation, People, Project, Performance, and Products & Services. Our CSF classification framework will help researchers and practitioners to select a set of suitable CSF measurement items to assess maturity levels of organisations using new generation ERP systems

Managing Process Change and Standardisation in ERP Projects: An Assessment of the SAP Template Approach

The use of templates for process alignment in ERP projects is an established practice and many companies have used this approach when implementing the SAP ERP software system. This research paper deals with the question of how companies use a template in a business process management environment and, more specifically, what happens when there are requests for changes to the template. Based on a literature review and personal interviews, this article assesses the commitments that manufacturing companies make regarding template implementation within SAP business process management. It suggests that "Defend the template!" may be an appropriate overarching goal

Management Guidelines for Better Application of Business Process Management in SAP ERP projects

The SAP Enterprise Resource Planning (ERP) system is a leading software solution for corporate business functions and processes. Business Process Management (BPM) is a management approach designed to create and manage organizations’ business processes. Both promise an improvement of business processes in companies and can be used together in organizations. In conjunction with the SAP ERP system and BPM approach, BPM maturity models can be used as diagnostic tools that allow an organization to assess and monitor the maturity of its business processes. The aim is to investigate and analyse the interaction between the use of the SAP ERP software package and the utilization of BPM. Findings derive from an analysis of eleven semi-structured expert interviews and a validation of the guidelines via an online survey with 151 participants that use SAP, BPM and/or BPM maturity models. This research analyses the complex relationships between SAP, BPM and BPM maturity models and develops management guidelines for improved use of BPM in SAP ERP projects

2015 Colloquium Booklet Complete Papers

Papers submitted by DBA and DMC students to the UoG Doctoral Colloquium 2015