A Success Model for Business Process Management Implementation

Abstract

Abstract-Business Process Management (BPM) is currently being seen as the best way to facilitate process improvements. Since this concept is mainly a multidisciplinary subject, success in implementing requires considering various factors. In this paper, first seven success factors were explored through qualitative meta-synthesis based on previous studies; then a success model for presenting the effect of these major factors on BPM implementation is expanded. The identified factors categorized around (1) strategy, (2) people, (3) optimization and process management, (4) process architecture, (5) IT architecture, (6) project management, (7) standards and measurements. Each of these factors is described further by defining some sub-factors. Secondly BPM implementation success measures have been introduced and logical interrelationship between success factors and themes represented. This model should be considered before and during BPM implementation process by managers and business analysts in order to fulfill requirements.Index Terms-Business process management (BPM), BPM implementation, critical success factors (CSFs), BPM success model, qualitative meta-synthesis.

The knowledge and process continuum

“…381–385; Röglinger, Pöppelbuß, & Becker, ; Maier & Schmidt, ; CMMI Institute, ); Critical Success Factors pertaining to implementing BPM should not be limited to traditional performance or quality criteria but should take into account the strategic and tactical KM objectives, relevant to creating and sustaining competitive advantage (Jochem et al, , pp. 380–382; Dabaghkashani, Hajiheydari, & Haghighinasab, ; Kristekova et al, ; Roseman & vom Brocke et al, ); The BPM Lifecycle cannot be limited to the development of Deming's circle but should also take into account the possibility of carrying out limited experiments during process execution to enable the verification of old knowledge and the creation of new knowledge (Szelągowski, ); IT systems supporting BPM (e.g., workflow, BPMS/intelligent BPMS, and Adaptive Case Management systems) should be designed by vendors with particular emphasis on mechanisms of integrating KM with process execution and allowing for the integration of information from all communication channels. Organizations implementing and planning to implement (dynamic)BPM should take into account the dominant nature of BPs as one of the main criteria for the selection of a system supporting the implementation of BPM in the organization (Slavicek, ); and the most important, Criteria for the recruitment, evaluation, and development of employees must be adapted to their expected contribution to design and, in particular, to the implementation of BPs.…”

An optimal integrated QSMS model from cluster analysis

“…Whether called quality circles (QC), total quality (TQ), total quality control, total quality improvement or TQM, the fundamental goal remains the same (American Society for Quality, 2005). More recently, in the IT domain, a collection of these systems as a tool for delivering customer's expectation is the BPM (Dabaghkashani et al, 2012). These systems provide a suite of software application(s) that enable the modeling, execution, technical and operational monitoring, and user representation of business processes and rules, based on integration of both existing and new information systems functionality that is orchestrated and integrated via services (Waal, 2008).…”

“…BPM systems are based on developments in both the business and IT domain. First, two major business trends that relate to BPM are TQM, business process re-engineering (Dabaghkashani et al, 2012).…”

The adaptation of business process management maturity models to the context of the knowledge economy

“…In effect, we are again dealing not with knowledge created in the course of process performance, but knowledge transferred by the organization in the form of regulations, education or certification programs (Rosemann and vom Brocke, 2015). Dabaghkashani decomposes process management in a similar fashion by isolating seven fields, the results of which are decisive in regard to successful process performance in the organization from the perspective of predefined goals (Dabaghkashani et al, 2012).…”