The critical success factors of business process management

Trkman, Peter

doi:10.1016/j.ijinfomgt.2009.07.003

Cited by 792 publications

(795 citation statements)

References 106 publications

(142 reference statements)

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“…They can be defined as a limited number of areas, in which results, if they are satisfactory, will assure successful performance [15]. According to this definition, our purpose is to define the groups of CSFs that influence the success of BPM implementation.…”

Section: A Critical Success Factors For Bpm Implementationmentioning

confidence: 99%

“…People are one of the most important elements in the business process change since processes should be conducted by people in organization [11]. The factor can be further described by two sub factors : management of people [35], [21], [24], [36], [26], [11], [16], [5], [33], [27], [32], [25], [22], [19], [18] and roles, responsibilities and skills [24], [26], [11], [17], [25], [32], [20], 23,15,18,19,22,12,30,33].…”

Section: Peoplementioning

confidence: 99%

“…Process management teams use a standard approach to navigate process analysis and design [19]. This factor includes the following sub factors: process management [5], [22], [19], [18], [33], [34], [31], [36], BPM methods [35], [21], [31], [24], [11], [16], process improvement methodology [34], [18] , [19], [22], [32], [20], [12], [25], [30], [15].…”

Section: Optimization and Process Managementmentioning

confidence: 99%

“…), and any other process system of varying degrees of complexity is very important [40]. Process architecture in a BPM Success context can be further characterized with two other sub factors: change management [30], [18], [26], [12], [22], [20], [19], [32], [17], [15], [33], [34] and process modeling [31], [12], [30], [34], [32], [11].…”

Section: E Project Managementmentioning

confidence: 99%

“…IT architecture is explained further by the sub factors such as: information technology [16], [11], [24], [22], [21], [19], [18], [30], [15], [17], [12] and BPM suites [36], [33], [31], [26].…”

Section: G It Architecturementioning

confidence: 99%

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A Success Model for Business Process Management Implementation

Dabaghkashani¹

2012

IJIEE

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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.

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Section: A Critical Success Factors For Bpm Implementationmentioning

confidence: 99%

Section: Peoplementioning

confidence: 99%

Section: Optimization and Process Managementmentioning

confidence: 99%

Section: E Project Managementmentioning

confidence: 99%

Section: G It Architecturementioning

confidence: 99%

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A Success Model for Business Process Management Implementation

Dabaghkashani¹

2012

IJIEE

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User‐driven supply chain business model innovation: The role of dynamic capabilities

Sun

Gong

Zhang

et al. 2021

Corp Soc Responsibility Env

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This research explores how focal tea companies facilitate supply chain business model innovation (SCBMI) to meet consumer demands and achieve sustainable development.By applying a case study method and dynamic capability theory, we find that: (1) the end-user innovation-driven is the precondition for tea SCBMI; (2) the user-driven innovation leads to the change of the supply chain focal company dynamic capabilities and the tea supply chain network structure, and thus promote the tea SCBMI;(3) SCBMI will, in turn, enhance the focal company's dynamic capabilities and promote the change of tea supply chain network structure in order to meet the consumers' changing demands. Our research suggests that the supply chain should pay attention to the construction of dynamic capabilities and proactively manage supply chain network structure. Ultimately, the entire supply chain business model will continuously adapt to the external changes and achieve sustainable development in the long term. K E Y W O R D Sbusiness model innovation, dynamic capability, supply chain business model, tea supply chain, user-driven innovation | INTRODUCTIONCompanies are operating in a constantly changing environment (Christopher & Holweg, 2011). To cope with the external dynamics, every company in the supply chain needs to continually change its business models on value creation, value delivery, and value capture (Teece, 2010;Trkman et al., 2015). The call for dynamic capabilities to respond to these changes requires new business models, which not only refer to high-tech industries but also traditional sectors such as the tea sector.China is the world's largest tea-growing country with more than 3000 years of tea drinking cultural history. 1 Along with the "Belt and Road Initiative (BRI)" proposed by the Chinese government in 2013, the tea industry has met fantastic opportunities to develop further (Li, 2018). In 2017, the total area of tea gardens in 18 tea-producing provinces (regions) nationwide was 45.887 million mu, 2 accounting for about 50% of the total area of world tea gardens. The output of tea reached 2.55 million tons, an increase of 6% over the previous year, accounting for 33.3% of the world's tea production. 3 Tea exports in China account for about 20% of the world's total tea trade. 4 China has become a crucial focus in the global tea market. However, China still faces many challenges, such as the farmers' low profitability, hard to meet international regulations, and facing different cross-border cultures in tea exporting (Xue et al., 2018).Many tea firms are willing to change the current business model and achieve sustainable competitive advantages (Bocken et al., 2014;Lin & Xiong, 2016;Zhang & Zhao, 2018). The external environmental factors, including macroeconomic issues, market conditions, fluctuations in end-user demand, negatively affect tea supply and demand

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Applied business process management: An information systems approach to improve service delivery in public hospitals of low‐ and middle‐income countries

Seymour

Mwalemba

Weimann

2019

E J Info Sys Dev Countries

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South African public hospitals are faced with many challenges comprising inefficient processes, lack of digitalisation, severe austerity measures, and the rising burden of disease. Irrespective of the many existing initiatives in place, a critical challenge is the shortage of necessary resources required to fund, implement, and sustain new interventions. This deprives public hospitals from the efficiencies and quality of service experienced in private hospitals or other business entities. Through a case study strategy, this paper has abstracted two practice contributions. First, it describes and prescribes a low‐cost approach in which business process redesign was applied in a public hospital through a partnership between the hospital and a higher learning institution. The initiative involved third year students majoring in Information Systems performing, as part of their class project, process analysis at the hospital at no cost to the hospital other than their employees' time. The second contribution is a priority list of redesign and lean management principles that were abstracted from these initiatives. These include improving staff training, distributing and adhering to up‐to‐date standard operating procedures, performing tasks in parallel rather than in series, reducing handovers by avoiding certain tasks, incentivizing use of existing mobile software by doctors, developing low‐cost task automation solutions such as Microsoft Office applications, redesigning and standardizing forms, capturing data at source electronically rather than later, redesigning physical spaces, and improved key performance indicators and reporting. The study confirms the usefulness of this collaborative business process redesign approach for public hospitals as stakeholders got relevant information and practical, low‐cost, creative solutions with the potential to improve efficiencies and subsequently service delivery.

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The critical success factors of business process management

Cited by 792 publications

References 106 publications

A Success Model for Business Process Management Implementation

A Success Model for Business Process Management Implementation

User‐driven supply chain business model innovation: The role of dynamic capabilities

Applied business process management: An information systems approach to improve service delivery in public hospitals of low‐ and middle‐income countries

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