Purpose – Business process management (BPM) is an emerging research theme in management. BPM lifecycles are models that systematize the steps and activities that should be followed for conducting BPM projects. The theoretical and empirical studies present differences regarding the number of steps and activities that should be carried out for promoting BPM. Using the BPM lifecycle model of the Association of Business Process Management Professionals (ABPMP) – an entity that proposes a common body of knowledge on BPM, as a parameter, this paper conducts a literature review to investigate lifecycle models within the academic-scientific ambit, identify convergences and variations and analyze the alignment between business strategy and processes in BPM activities in these models. The purpose of this paper is to propose a framework that deals with alignment between strategy and business processes in an explicit manner. Design/methodology/approach – A literature review was conducted aimed at prospecting papers about the BPM lifecycle. For such, the Scopus, Google Schoolar and Science Direct databases were accessed. The selection process was structured in two steps: the first filtered studies based on a reading of the title, abstract and key words; the second step consisted of selecting papers based on a complete reading of those papers resulting from the first step and from the references they contained. Findings – Seven BPM lifecycle models were selected and analyzed. A comparison was presented between the model steps and the model proposed by ABPMP. The particularities of each model were identified and the study suggests an alignment of these models with the BPM lifecycle proposed by ABPMP, in particular with the analysis, design and modeling, implementation and monitoring and control steps. Four models do not include the planning step, whereas four others do not incorporate refining. The majority of models studied projects the automation of business processes. This study reinforces that ABPMP's BPM lifecycle is a reference model, observing that the activities in the other models studied are projected in it. However, it was observed that in the ABPMP model as well as the models studied, there is little emphasis on organization strategy and on defining process architecture. Thus, this study suggests the incorporation of activities proposed by Burlton (2010) as an additional instrument for the ABPMP BPM lifecycle model to align strategy to processes in BPM projects. For such, a framework was proposed that deals with alignment between strategy and business process in an explicit manner. Originality/value – This study presents a typology of BPM lifecycle models, with common characteristics and peculiarities, and it analyzes the alignment between processes and strategy in the models’ activities. This study can assist professionals in the adoption of a model for implementing BPM projects and for continuous improvement.

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