The Six Core Elements of Business Process Management

The previous chapters gave an insightful introduction into the various facets of Business Process Management. We now share a rich understanding of the essential ideas behind designing and managing processes for organizational purposes. We have also learned about the various streams of research and development that have influenced contemporary BPM. As a matter of fact, BPM has become a holistic management discipline. As such, it requires that a plethora of facets needs to be addressed for its successful und sustainable application. This chapter provides a framework that consolidates and structures the essential factors that constitute BPM as a whole. Drawing from research in the field of maturity models, we suggest six core elements of BPM: strategic alignment, governance, methods, information technology, people, and culture. These six elements serve as the structure for this BPM Handbook.

[1]  M. Hammer.  The process audit. , 2007, Harvard business review.

[2]  Robert Woitsch,et al.  Knowledge Engineering in Business Process Management , 2010, BPM 2010.

[3]  Michael J. Earl,et al.  Assessing Strategic Alignment Maturity , 2003 .

[4]  M. Lynne Markus,et al.  The Governance of Business Processes , 2015, Handbook on Business Process Management.

[5]  Roger Tregear.  Business Process Standardization , 2015, Handbook on Business Process Management.

[6]  Colin Armistead,et al.  Business process management - lessons from European business , 1999, Bus. Process. Manag. J..

[7]  August-Wilhelm Scheer,et al.  The Process of Business Process Management , 2015 .

[8]  Michael Rosemann,et al.  Application of a Holistic Model for Determining BPM Maturity , 2004 .

[9]  D. Schulz.  What a wonderful world it could be , 1997 .

[10]  Jan Recker,et al.  Ten principles of good business process management , 2014, Bus. Process. Manag. J..

[11]  E. Schein.  Organisational culture and leadership , 1991 .

[12]  Amy Van Looy.  Business Process Maturity - A Comparative Study on a Sample of Business Process Maturity Models , 2014, Springer Briefs in Business Process Management.

[13]  Chris Aitken,et al.  Process Classification Frameworks , 2010 .

[14]  P. Harmon.  The Scope and Evolution of Business Process Management , 2015, Handbook on Business Process Management.

[15]  Michael Rosemann,et al.  Towards a Business Process Management Maturity Model , 2005, ECIS.

[16]  Wil M. P. van der Aalst,et al.  Process Mining - Discovery, Conformance and Enhancement of Business Processes , 2011 .

[17]  Wil M. P. van der Aalst,et al.  Process Aware Information Systems: Bridging People and Software Through Process Technology , 2005 .

[18]  Peter Loos,et al.  Business Process Frameworks , 2015, Handbook on Business Process Management.

[19]  Mark C. Paulk,et al.  Capability Maturity Model for Software , 2001 .

[20]  Jan vom Brocke,et al.  How Organizational Culture Facilitates a Global BPM Project: The Case of Hilti , 2015, Handbook on Business Process Management.

[21]  Michael Hammer,et al.  What is Business Process Management? , 2015, Handbook on Business Process Management.

[22]  Wil M. P. van der Aalst,et al.  Business Process Simulation Survival Guide , 2015, Handbook on Business Process Management.

[23]  Jan vom Brocke,et al.  Global Processes and Data: The Culture Journey at Hilti Corporation , 2010 .

[24]  Geary A. Rummler,et al.  A Framework for Defining and Designing the Structure of Work , 2015, Handbook on Business Process Management.

[25]  Jan Recker,et al.  Culture in Business Process Management: How Cultural Values Determine BPM Success , 2015, Handbook on Business Process Management.

[26]  Jerry N. Luftman.  Competing in the Information Age , 2003 .

[27]  Rajiv Sabherwal,et al.  The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model , 2001 .

[28]  Thomas H. Davenport.  Process Management for Knowledge Work , 2015 .

[29]  Wil M.P. van der Aalst,et al.  Business process simulation , 2010, BPM 2010.

[30]  A. Spanyi.  Business Process Management Governance , 2010 .

[31]  Michael Rosemann,et al.  Using the Delphi Technique to Identify BPM Capability Areas , 2007 .

[32]  Jörg Becker,et al.  Maturity models in business process management , 2012, Bus. Process. Manag. J..

[33]  Jan vom Brocke,et al.  Culture in business process management: a literature review , 2011, Bus. Process. Manag. J..

[34]  Jan vom Brocke,et al.  How In-memory Technology Can Create Business Value: Insights from the Hilti Case , 2014, Commun. Assoc. Inf. Syst..

[35]  Alexander Zeier,et al.  In-memory data management , 2011 .

[36]  Jan Recker,et al.  Which cultural values matter to business process management?: Results from a global Delphi study , 2013, Bus. Process. Manag. J..

[37]  Paul Harmon,et al.  Business Process Change: A Manager's Guide to Improving, Redesigning & Automating Process , 2002 .

[38]  Sara Hofmann,et al.  On the importance of agile communication skills in BPM education: Design principles for international seminars , 2012 .

[39]  Jan Mendling,et al.  Value-oriented process modeling: integrating financial perspectives into business process re-design , 2010, Bus. Process. Manag. J..

[40]  Sue Conger,et al.  Six Sigma and Business Process Management , 2015, Handbook on Business Process Management.

[41]  M. Rosemann,et al.  Towards Understanding Strategic Alignment of Business Process Management , 2006 .

[42]  J. Brocke,et al.  Handbook on Business Process Management 1 , 2010 .

[43]  R. Kaplan,et al.  Strategy Maps: Converting Intangible Assets into Tangible Outcomes , 2003 .

[44]  D. Tranfield,et al.  Factors characterising the maturity of BPR programmes , 2003 .

[45]  Tonia De Bruin,et al.  Business process management : theory on progression and maturity , 2009 .

[46]  Jerry N. Luftman.  Strategic Alignment Maturity , 2014, Computing Handbook, 3rd ed..

[47]  Michael Rosemann,et al.  Handbook on Business Process Management 2, Strategic Alignment, Governance, People and Culture, 2nd Ed , 2010, International Handbooks on Information Systems.