A measurement instrument for the “ten principles of good BPM”

Abstract

PurposeThe ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities.Design/methodology/approachThe authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants.FindingsThe authors developed a valid and reliable measurement instrument for the ten principles of good BPM. The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles.Originality/valueThis study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM, which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.

BPM challenges, limitations and future development directions – a systematic literature review

“…(2019): “from stability to agility.” Of course, the idea is not to discard traditional BPM; rather, it is to extend it with the possibility of managing unstructured processes, which require dynamic management (Kerpedzhiev et al ., 2021; Szelągowski et al ., 2022; Pena et al ., 2022). This will allow us to return to looking at BPM as a holistic discipline of management and, at the same time, to include the varied needs of particular groups of business processes (vom Brocke et al ., 2014; Badakhshan et al ., 2023). This requires us to extend the BPM paradigm beyond traditional, predictable business processes and tailor it to the requirements of Industry 4.0/5.0 (Rosemann, 2014; Rangiha and Karakostas, 2015; Poll et al.…”