PurposeThe study proposes competence models for the roles of process owners, process analysts and industrial engineers based on qualitative research.Design/methodology/approachThe research methodology is a combination of a questionnaire survey and interviewing in Czech companies, which develop the process approach. The proposed competence models can be utilized during business process management (BPM) implementation while appointing process owners, analysts and industrial engineers and their further development.FindingsThis paper emphasizes the role of human factor and presents research results concerning most important BPM roles and their competencies.Research limitations/implicationsThere is lack of research (a research gap) in the field of BPM roles, what they do and what they should do.Practical implicationsA system of competence models is thus a tool for human resource management and should increase the success rate of BPM projects. Another possible utilization is in higher education in business administration.Social implicationsAnother possible utilization is in higher education in business administration.Originality/valueIt proposes competence models for the roles of process owners, process analysts and industrial engineers based on qualitative research.

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This article focuses on describing the main aspects and reasons for implementing Business Process Management in Czech companies, and was based on original results of the quantitative research evaluating aspects of process management in the context of company strategies in Czech enterprises which was carried out in 2006 with regard to the extension of its further utilization. Following the interest of professionals in practice, the research continued and was re-implemented in 2012, having the interviews completed in 2013.I have described an evaluation of a process segmentation typology in this article too. The analysis showed that managers have more options regarding process segmentation to choose from. In terms of practicality and ease of use, the method of process segmentation most frequently used (managerial, main and supportive) comes directly from the requirements of ISO 9001.

This article describes process segmentation typology during business process management implementation in Czech companies. Process typology is important for a manager's overview of process orientation as well as for a manager's general understanding of business process management. This article provides insight into a process-oriented organizational structure. The first part analyzes process segmentation typology itself as well as some original results of quantitative research evaluating process segmentation typology in the specific context of Czech company strategies. Widespread data collection was carried out in 2006 and 2013. The analysis of this data showed that managers have more options regarding process segmentation and its selection. In terms of practicality and ease of use, the most frequently used method of process segmentation (managerial, main, and supportive) stems directly from the requirements of ISO 9001. Because of ISO 9001:2015, managers must now apply risk planning in relation to the selection of processes that are subjected to process management activities. It is for this fundamental reason that this article focuses on process segmentation typology.