Key critical success factors of BPM implementation: a theoretical and practical view

Abstract

Purpose The purpose of this paper is to identify the key critical factors that affect the success of Business Process Management (BPM) implementations, considering the literature and experts practical experience. Design/methodology/approach A systematic literature review (SLR) was conducted, and 25 articles from 12 different countries were selected and analyzed. In addition, through a survey, 113 BPM experts were consulted in order to assist in the evaluation of critical success factors (CSFs) initially identified in the bibliography. Findings All CSFs identified in the literature were accepted as real critical factors according to the tacit knowledge of the experts. Thus, the factors identified in the literature and approved to a large extent by the experts can serve as a basis for organizations and professionals who want to implement BPM to know of their existence, to relate to them, to control them and thus to potentiate the success of the implementation. Originality/value The construction of the theoretical framework based on SLR on BPM is a contribution to the bibliographic database. Another contribution is the identification and synthesis of the CSFs most cited by different authors from 12 different countries and its analysis by professionals on BPM.

Differentiating Factors of the Process Approach in Service Organizations: Case Study of a Training Service Company

“…Its importance resides in the effects on results, customer satisfaction and continuous improvement. This practice has focused on describing fundamental activities on enterprises and it is a structured approach to analyze and improve them (Zairi, 1997) and it is defined as a set of methods to analyze and improve processes (Castro et al, 2019;Ravesteyn and Atenburg, 2010). Additionally, Pérez (2004) describes that one of the principal criteria of BPM is that there is a commitment to the results and that each person in the organization works to achieve them.…”

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“…Critical Success Factors (CSF), namely the reasons for the success, are any attribute in business that guarantees a competitive performance in the organization only if they perform well [40]. Even though several common causes of failure and success are known and identified, a generic model to describe attitudes of organizations that should have to succeed in BPM implementations is not yet available (Castro et al, 2019).…”

“…Despite the investment that organizations make on BPM initiatives, 60 to 80 percent of such initiatives have failed [25]. Such risky nature of BPM domain motivates further detailed evaluations of its critical success and failure factors [53].…”

Valores Lean Management como Suporte para a Gestão de Processos: uma Avaliação sobre Efetividade e Maturidade de Processos

“…A Gestão de Processos, alicerçada nos princípios do BPM (Business Process Management), vem sendo adotada por muitas organizações como uma nova forma organizacional para alcançar eficiência, eficácia e desempenho organizacional em suas atividades (Castro, Dresch & Veit, 2020). Adotar a prática de Gestão de Processos auxilia na geração de valor aos seus clientes e produz efeitos positivos que aumentam o desempenho dos próprios processos, geram satisfação dos usuários do sistema e diminuem o tempo de produção e os custos (Kohlbacher, 2010).…”