A set of indicators for BPM life cycle improvement

Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

“…According to the phase of "Monitoring" to be followed by the step of "Optimize" is included only in life-cycle of PM proposed by Lamghari et al (2018Lamghari et al ( , 2019 the criticism of this view is that "Monitor" and "Optimize" are two completely separate stages and "Improvement" cannot even become a part of the stage of "Controlling". Before any improvement activities, Lindsay (2011), Neely (1999), Patyal and Maddulety (2015) and Thor et al (2007) pointed out that organization has to establish where and why its current performance falls short to evaluate its strong and weak points properly as long-term improvement cannot be made to a process unless the process is first brought under control.…”

“…The current methodological approach of BPM in hotel industry is not consistent with hotel's operating details and specific business needs BPM life-cycle models Among the most widespread methodologies or approaches used to improve the quality of BPs and provide better services (Karakhan, 2017;Dudin et al, 2015;Weckenmann et al, 2015;Sokovic et al, 2010;Mcnary, 2008;Linderman et al, 2004), Deming cycle and Six Sigma methodology seem to be the most innovative and effective approaches in operational excellence, which provide the basis for all BPM methodologies addressed in management literature. According to Kosieradzka and Rostek (2021), Lamghari et al (2018) and Szela ˛gowski (2018), the stages or phases of all proposed BPM methodologies are grounded in the classic Deming cycle and analogous to Six Sigma methodology, but the exact interpretations of the same phase can differ depending on the specificity of respective approaches as discussed below in the study.…”

“…Kosieradzka and Rostek (2021) added that BPM methodology should be strongly associated with the type and size of activity being conducted, organizational structure and the environment affecting the organization. Therefore, selecting the appropriate methodology for any organization is critical to facilitate managing processes and achieve its own pre-determined goals (Lamghari et al ., 2018; Vom Brocke, 2010).…”

“…BPM typically structured as a continuous life-cycle of BPs comprising repeatable phases and a sequence of discrete activities that receive feedback from the real-world use of the last implemented processes (Lamghari et al ., 2018; Vom Brocke and Mendling, 2018; Kirchmer, 2017; Weske, 2012). Therefore, lack of monitoring and continuous improvement of core business activities leads to performance degradation, unless continuously adapted and improved based on an ongoing basis using specific methodology to keep pace with constantly changing customer needs and competitive market requirements (Szelagowski and Berniak-Woźny, 2020; Dumas et al ., 2018; Kettinger and Grover, 1995).…”

An Objective-Based Approach for Defining and Selecting the Most Relevant Kpis for Measuring Business Process Performance

“…GPI is tested through case studies, and the results verified that the model could achieve this goal. The work of (Lamghari and al. 2018), presented a business process improvement methodology, which includes a new vision of the BPM lifecycle, including the design phase, modeling, execution, then monitoring, and ending with the optimization phase.…”