What is Business Process Management?: A two stage literature review of an emerging field <s> Approach in a BPM Perspective <s> Discusses the concept of business process management as an approach which relies on cross‐functional contributions to organizational performance. Presents arguments on the importance of “hard” and “soft” elements which are all required for determining effective competitiveness. A review of the literature suggests that although the term “process management” is increasingly being used in everyday business language, the practical experience so far is very limited. Presents the concept of business process management through its various key elements, supported by practical examples. Discusses the methodological approaches used in various contexts for creating a culture based on process management. Concludes with some useful guidelines to support efforts in establishing a business process management culture. <s> BIB001 </s> What is Business Process Management?: A two stage literature review of an emerging field <s> Approach in a BPM Perspective <s> The area of business process management (BPM) is a relatively new field and there is little academic literature on the subject. This paper critically examines the literature to pinpoint BPM definitions, approaches and principles. A study is reported of a business unit of a “world class” organisation to examine its application of BPM. It was found that the principles of BPM espoused by the corporate organisation and its approach to BPM application is along the lines of best practice as outlined in the literature. However, in the business unit examined, there is an inadequate understanding of BPM and the application of BPM principles is haphazard. For example, it was discovered that employees have too little time to spend on process simplification and improvement and there are too many in‐process measures for process owners to make effective use of the information. It is also pointed out that if BPM is to be truly effective it requires cross‐functional and process orientated management, which is not easy to attain. <s> BIB002 </s> What is Business Process Management?: A two stage literature review of an emerging field <s> Approach in a BPM Perspective <s> This paper reports on the findings of a survey and case study research into the understanding and application of business process management (BPM) in European companies. The process perspective is increasingly being seen as a mechanism for achieving competitive advantage through performance improvement and in response to market pressures, customer expectations for better and more reliable service and increasing competition. We reveal the level of importance European companies attach to BPM, what it means to them and what they have done in practice. The paper draws on a postal survey conducted with quality directors and business process managers in organisations which are members of the European Foundation for Quality Management (EFQM) and case studies in a number of organisations regarded as being leaders in the adoption of BPM. The study has helped to highlight some interesting approaches and reveal features which are important for BPM to be successful. <s> BIB003 </s> What is Business Process Management?: A two stage literature review of an emerging field <s> Approach in a BPM Perspective <s> Abstract This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures. <s> BIB004 </s> What is Business Process Management?: A two stage literature review of an emerging field <s> Approach in a BPM Perspective <s> This paper explores the relationship between Business Performance Management and Business Process Management (BPM). It describes the core role that business processes play in enabling the firm to achieve its Key Business Objectives. It outlines the need for a high-level philosophy for BPM and how the technology of BPM helps managers and employees as they evolve operational processes. The paper provides a short overview of the challenges in developing appropriate process standards and considers the essential components of BPM Suites. <s> BIB005 </s> What is Business Process Management?: A two stage literature review of an emerging field <s> Approach in a BPM Perspective <s> This paper focuses on the best practices associated with Business Process Management (BPM) project success. It describes a recipe for success, from the creation of a governance oriented Steering Group and Project Selection, through Business Case Development. and on to gaining Executive Sponsorship. With business commitment to the project, the approach focuses on gaining a deep understanding of business processes, before identifying improvement opportunities and eventual implementation on a BPM Suite. Along the way, the paper highlights a wide range of best practice approaches and pitfalls to avoid. <s> BIB006
When talking about approach in a BPM perspective it refers to a broad range of subconcepts with reference to a strategic understanding of the main subject Business Process Management in an EIS perspective. Beyond that the concept "approach" is used in relationship to a broad definition of BPM and issues at the implementation stage. For that reason is seems like there are three main sub-concepts: definition, strategy and implementation, which are linked together by motivating factors in the search for business benefits, agility, flexibility, high performance, optimization, competitive advantages and so on. All words which are typically wrapped around benefits in the context to insure the semantic perception. Quite often the use and definition of BPM in the literature is visionary and in addition hard to transform into something "easy-to-implement". A more holistic approach is therefore applied as a result of the difficulties in generalization BIB003 . At the other hand it is claimed that a holistic approach to BPM is needed to embrace all relevant parties and not just to solve pain point in the business or used by the IT department on its own  . This difference in the approach gives naturally different perceptions and views of BPM. For instance as a way to standardize business operations in the belief that reducing variation is a viable strategy, or as a method to squeeze cost out inspired by the Business Process Re-engineering theories popular in the 90s BIB005 . BPM require an approach that fundamental shift from function-centric to process-centric thinking and by that BPM provide visibility into and control over business processes  . Despite that the BPM literature is not exhaustive described the scope and definitions it possible to gather BIB002 . So due to the different perceptions of BPM and the conflicts occurring, understanding BPM might relate in how to use BPM instead of misunderstanding of the potential and the need for process thinking. This lack of process skills in the workforce result in different process management approaches within the entire organization  and is for that reason vital to eliminate for receiving the added value to the corporate business thought BPM. Clearness about what the senior management mean of BPM and how they intend to use it is of huge importance BIB003 likewise is the top management commitment and the executive sponsorship BIB006 BIB004 . This commitment is essential for receiving success and is crucial to achieve. A further requirement is an alliance between IT and the business leaders to drive a successful process transformation  . The approach perspective in the literature selected for this study also embraces a differentiation between different styles in implementing process-enables products like BPM. One strategy is the "pure-play" invented by Gartner Group in 2003 which consists of a holistic application-independent approach there through generic and adaptable technology deals with any business problem   . A alternative solution is separately tailor each problem though specific applications supported by many niche applications  . The third alternative is a combination between the to worlds by taking the best and by that layering on top of the existent functionality  . This combination refers to frameworks, templates, accelerators and are more dependent of vendors terms  . Important to keep in mind is that the need for change intervals are getting shorter and shorter to get effective methodologies and get around the business optimization cycle quickly enough  . As regards creating a specification of requirements is waste of time   because nothing stays the same and such a document is not sufficient dynamic. By not acting so can kill a BPM project as it distracts from the critical requirements of proving the efficacy of the BPM approach to the business  . Beside that forget all about the waterfall implementation methodology that it is seeking to answer functional requirements  . Business leaders often think in reengineering and transforming the organization, but these process-focused technologies is "built-to-change" rather than "built-to-last"  . Creating a Center of Excellence (COE) provide a repository for knowledge and best practices development  is recommended while the need for coordination and integration increases accordingly BPM projects BIB006 . Moreover the COE becomes a direct descendant of the steering group and is usually responsible for supporting the BPM projects across the business and keeping momentum going across the organization BIB006 . Educate users to understand the iterative nature of BPM gives the best chance of success in the initial project BIB006 . In addition to this the big challenge is to help the business managers to understand that the approach is fundamentally different from the traditionally waterfall or "big bang" implementation approach  . The vendors do often describe their support as "round-tripping" with reference to a spiral implementation, which means that their approach is concentrating about analysis, through development, into deployment and then monitoring and optimization  . The proposal is to hold short cycles of iterations, which improve the behavior of the application over time and focus on a particular topic, each with "playback"  . This methodology ensures flexibility to change quickly as needed and with no surprises emerging  . Most organization that has embraced process management has implemented a hybrid or matrix-style approach BIB005 BIB003 . This means that the Line of Business manager (LOB) still run their operations as normal, but for the important process that cross the organizational boundaries is taking care of by a process owner BIB005 . An effective BPM approach therefore needs a description of the relationships between executives, LOBs, process owners, process architects and process developers BIB005 . Key considerations in the development of a successful BPM projects include unambiguous intensions, a business case to gain executive sponsorship, a clear link between BPM -the method and the strategy, acquisition of process competencies, process discipline, improvement and cross-process integration, strategic alignment, culture and leadership, governance, skills and knowledge  BIB003 BIB002 . Furthermore is the ability to build coalitions and facilitate collaboration among the organization that may have conflicting objectives imperative  and the top management commitment BIB004 . BPM is also about a change in culture and does not success simply through having good systems and the right structure in place BIB001 . Viewing BPM as "just another development tool" ought to expect conflicts and frustrations  and the way to gaining success require a deep understanding of business processes before thinking in implementation a BPM suite BIB006 .