A non-linear business process management maturity framework to apprehend future challenges

Froger, Manon; Bénaben, Frédérick; Truptil, Sébastien; Boissel-Dallier, Nicolas

doi:10.1016/j.ijinfomgt.2019.05.013

Cited by 20 publications

(29 citation statements)

References 30 publications

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“…The article proposes that CPM be defined from the perspective of the desired business process structure. Process performance measurement may reveal potential dysfunctions in the models and contribute to the appropriate management of processes (Froger et al, 2019). It is one of the BPM critical success factors and crucial for achieving sustainable improvement of business processes (Trkman, 2010).…”

Section: Orchestrating Corporate Performance Management and Business Process Managementmentioning

confidence: 99%

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

et al. 2021

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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.

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Section: Orchestrating Corporate Performance Management and Business Process Managementmentioning

confidence: 99%

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

et al. 2021

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“…The process is the way how to achieve the goal. Froger et al (2019) point out BPM challenge in the area of alignment between human actors and information systems. The process is the link among business strategy, people and technology.…”

Section: Business Process Managementmentioning

confidence: 99%

Analysis of Processes Information Flows and Items as Additional Design Factor in COBIT Framework

Rozehnal¹,

Novák²

2021

CEBR

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COBIT is a process-oriented IT governance framework. In 2019 version, the framework offers a significantly redesigned approach to prioritise processes and set process target capability levels. The design phase is very important to achieve governance system in future. Although there are several design factors defined in the design phase of COBIT 2019, these factors do not assess process suitability and value for the governance system. Thus, connections and continuity among processes are not taken into consideration enough. Therefore, the aim of the article is to suggest another design factor based on the interrelationships of processes in the COBIT framework represented by its information flows. The nature of the proposed innovation is described, and the analysis of process information flows and items is performed. The article also publishes several inconsistencies in COBIT 2019 documentation that have been identified in the process of research. The application of process information flows and items analysis has been illustrated in two case studies. We have identified new information that can be relevant to decision making in the design phase and discussed their importance for planned governance system. The results could help to improve the quality of the design phase by providing additional information about the context of the processes designed to ensure the governance system. Implications for Central European audience: The implications for senior managers in the Central European region will be beneficial. Optimisation and effective use of information technologies is a prerequisite for achieving long-term competitiveness. COBIT is a best practice framework, and its implementation in companies is largely based on the specifics of each organisation. Therefore, it is important to pay close attention to the implementation phase of the application of COBIT. Framework application positively supports the holistic approach to management, resource optimisation, management based on responsibility and measurability. Today, these attributes of the organisation's management are emphasised not only in Central Europe but in developed countries in general.

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“…Capabilities, in the context of a BPM maturity model, can be understood as a set of skills, tools or knowledge necessary for an organization to be able to achieve the process result goals (VAN LOOY; DE BACKER; POELS, 2011; VAN LOOY, 2014;SZELAGOWSKI;BERNIAK-WOŹNY, 2020). Many business process management maturity models (BPMMM) have been developed (MCCORMACK; JOHNSON, 2001;FISHER, 2004;ROSEMANN;BRUIN, 2005;HAMMER, 2007;OMG, 2008;FROGER et al, 2019 ;NEVES;FERREIRA;PARREIRAS, 2020) and the application, as well as the empirical evaluation of these models, are crucial to find the ideal method for different types of organizations and segments.…”

Section: Introductionmentioning

confidence: 99%

Maturity Business Process Management at Companhia Energética de Minas Gerais

Neves¹,

Parreiras²,

Ferreira³

et al. 2021

GEPROS

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Purpose: This study aims to assess the maturity of Companhia Energética de Minas Gerais in business process management. Theoretical framework: Business Process Management is an alternative to the standard departmentalized structure. This alternative presents Maturity in Processes as the degree of explicit definition, management, measurement, control and effectiveness that a process has. Thus, this Maturity excels in assessing the current situation in order to direct improvement initiatives and control the development of what is being measured. Design/methodology/approach: Data was collected through a questionnaire, obtaining a sample of 729 respondents, and the data was analyzed using the structural equation modeling technique. Findings: The company being studied is at level 4, and is called quantitatively managed, where the promotion of actions to recognize those responsible for the processes and alignment of information systems to customer needs are some of the actions needed to increase this stage. Research, Practical & Social implications: Through the maturity identified, Companhia Energética de Minas Gerais can promote actions to improve its processes, resulting in social impacts arising from the provision of services to the community. Originality/value: From a theoretical perspective, this study contributes by making use of a maturity model and by showing its results for comparisons between companies; because, empirically, it contributes to that company so that it is aware of its current stage and actions to increase that stage. Keywords: BPM; business process management; BPMMM; maturity model; electrical sector.

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A non-linear business process management maturity framework to apprehend future challenges

Cited by 20 publications

References 30 publications

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

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

Analysis of Processes Information Flows and Items as Additional Design Factor in COBIT Framework

Maturity Business Process Management at Companhia Energética de Minas Gerais

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