A Taxonomy of Business Process Management Approaches

2014 ◽  
pp. 203-225
Author(s):  
Tobias Bucher ◽  
David Raber ◽  
Robert Winter
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Management Approaches

Developing Enterprise-wide Business Process Management Capability: A Teaching Case from the Financial Sector

2018 ◽  
Vol 8 (2) ◽  
pp. 192-208 ◽  
Author(s):  
Wasana Bandara ◽  
Charon Abbott ◽  
Paul Mathiesen ◽  
Lara Meyers ◽  
Mindy Nagra
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Ad Hoc ◽  
Student Activities ◽  
Teaching Case ◽  
Management Capability ◽  
Management Approaches ◽  
Key Aspects

Continuously managing business processes is globally a high organisational priority. The necessity for organisation-wide process management approaches (as opposed to ad hoc initiatives) is widely recognised. Yet, the required skills and capabilities for such enterprise-wide BPM is a well-known gap, with little resources to date to address this. This teaching case is based on the Bank of Queensland (BOQ—one of the oldest financial institutions in Australia). The narrative provides an overview of a range of Enterprise level business process management (hereafter referred to as ‘E-BPM’) activities that have taken place to date at BOQ to build its E-BPM capability. The teaching case presents how the development of E-BPM capability is a continuous journey which requires applied management and strong governance, and articulates some of the issues encountered when embedding BPM within an organisational structure. Based on the case, a series of student activities pertaining to E-BPM practices covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc., is provided (with model answers). This case is complemented by a rich set of teaching notes, making it a valuable resource that can be easily and directly applied for E-BPM training.

scholarly journals Promoting process approach to management

2020 ◽  
Vol 83 ◽  
pp. 01050
Author(s):  
Emília Papulova
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Approach ◽  
Customer Requirements ◽  
Managerial Practice ◽  
Methods And Techniques ◽  
Management Approaches ◽  
A Company

Increasing environmental dynamics and deepening competition are forcing businesses to seek effective responses and, within them, appropriate management approaches to be competitive and succeed in the market. The process approach, which in recent years has become an integral part of managerial practice in the company, emphasizes the business processes. Focusing on processes and improving them in companies is an effort to better respond to changing customer requirements. This paper deals with the possibilities of applying and using methods and techniques to support the business process management in companies and deals with the essence and benefits of individual methods to support the performance and competitiveness of a company.

scholarly journals The Orchestration of Corporate Performance Management and Business Process Management and Its Effect on Perceived Organizational Performance

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110401
Author(s):  
Jurij Jaklič ◽  
Vesna Bosilj-Vukšić ◽  
Jan Mendling ◽  
Mojca Indihar Štemberger
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Corporate Performance ◽  
Novel Studies ◽  
Conceptual Connection ◽  
Management Approaches ◽  
The Impact

Various management approaches have been proposed to maintain good organizational performance on a continuous basis, with corporate performance management (CPM) and business process management (BPM) being two major groups. While the conceptual connection between CPM and BPM might see obvious, their actual empirical connection with performance remains poorly understood. In this article, we address this gap and develop a theoretical model that explicates the causal paths from CPM via BPM toward organizational performance in terms of a set of hypotheses. Based on a survey, we find that the effect of CPM on organizational performance is largely mediated by CPM-BPM orchestration and process performance. With this study, we respond to recent calls for novel studies in this area and highlight the impact of well-orchestrated CPM and BPM initiatives on organizational performance.

Rola modelu CMMI w organizacjach procesocentrycznych

2013 ◽  
pp. 25-30
Author(s):  
Arkadiusz Jurczuk
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management

W artykule przedstawiono istotę i zasady oceny dojrzałości procesowej przedsiębiorstw oraz rolę modeli dojrzałości w podnoszeniu efektywności organizacji w kontekście paradygmatu Business Process Management. Zasadniczym celem poznawczym artykułu jest określenie zasad oceny dojrzałości według modelu CMMI oraz prezentacja nakładów i efektów wynikających z wdrożenia tego modelu. Wskazano także czynniki determinujące sukces wdrożenia modeli dojrzałości w praktyce biznesowej. (abstrakt oryginalny)

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