BPM as an Enterprise Capability

Dumas, Marlon; Rosa, Marcello La; Mendling, Jan; Reijers, Hajo A.

doi:10.1007/978-3-662-56509-4_12

Cited by 4 publications

(6 citation statements)

References 12 publications

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“…In past investigations, BPM activities have generally been applied and concentrated with regards to bigger associations, anyway its procedure driven methodology could likewise be powerful when applied to little and medium measured endeavors. The idea of BPM appropriation is head to different affiliations and firms and this assortment, accentuates advancement of explicit business process Improvement procedures and strategies for BPM reception and execution (Dumas, La Rosa, Mendling & Reijers, 2018).…”

Section: E Challenges Of Smes In Implementing Business Process Managmentioning

confidence: 99%

Assessing the Implementation of Business Process Management on Selected Small and Medium Enterprises in Ghana

Owusu¹

2020

AJAST

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Small and Medium Enterprise (SMEs) undertakings are significant for the strength and financial improvement of every nation today. There are a ton of qualities where SMEs separate themselves from the bigger organizations. In Czech Republic, there were 1,103,409 lawful and physical entities falling into the classification of SMEs. Out of this number, 849,200 were physical entities and 254,209 were legal entities. SMEs measured undertakings added up to 99.84% of the absolute number of dynamic business entities in the year 2013 (Rolinek et al. 2015). The extent of representatives working in SMEs added up to 60.9% (for example 1,766 thousand workers) comparable to the workers in the whole entrepreneurial circle. In the year 2013, these organizations contributed 56.76% to the absolute worth included (MPO, 2014). Dealing with SMEs has a great deal of specific features. In a small organization, because of few representatives and administrators, various capacities are cumulated into the capabilities of just a couple of laborers (Vacek et al., 2011). Small enterprises are regular of the way that in most of them the operational administration wins, and the oral communication is more continuous than the written communication. Business Process management (BPM) is an organized strategy for comprehension, recording, demonstrating, investigating, reproducing, executing and persistently evolving start to finish business procedures and every single applicable asset corresponding to an association's capacity to increase the value of the business. It is the present term used to exemplify a procedure driven approach to manage achieve enterprise operational productivity. BPM covers the entire business process life cycle and combines methods and procedures from different past mythologies including Business Process ReDesigning (BPR), Procedure innovation, Kaizen, Lean administration, Absolute Quality Administration and Requirement based Hypothesis. BPM utilizes current development to outfit relationship with the ability to outline/or remodel their business structures, send shapes as applications that are A B S T R A C T A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the s...

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Section: E Challenges Of Smes In Implementing Business Process Managmentioning

confidence: 99%

Assessing the Implementation of Business Process Management on Selected Small and Medium Enterprises in Ghana

Owusu¹

2020

AJAST

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“…In sum, the BPO foundation can be defined in seven principles (P) that specify the requirements for a business process-oriented organization: BPO_P1: process view: “Doing the right things” – effectively in horizontal end-to-end BPs, according to defined needs, assignments or possibilities (Rummler and Brache, 1995), with a significant value in the final result for external customers/stakeholders and deliverables for internal customers (McCormack and Johnson, 2001; Rosemann and de Bruin, 2005; Rohloff, 2009; Movahedi et al , 2016). BPO_P2: efficiency: “Doing things in the right way”– efficiency in resource management and use of IT as an enabler/innovation in cross-organization flows (Davenport, 1993; Kohlbacher, 2010; Dumas et al , 2013). BPO_P3: customers view: knowing the customer expectations to fulfill and exceed in performance (McCormack and Johnson, 2001; Gazzoli et al , 2013).…”

Section: Foundations Of Business Process Orientationmentioning

confidence: 99%

Lessons from the “BPO journey” in a public housing company: toward a strategy for BPO

Christiansson

Rentzhog

2019

BPMJ

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Purpose Despite many efforts within organizations toward business process orientation (BPO), research on real-world experiences remains in its infancy. The purpose of this paper is to redress the existing knowledge gap by analyzing a Swedish public housing company that has made notable effects regarding BPO and to explore lessons learned from the BPO journey (from 1998 to 2013). Design/methodology/approach The point of departure is principles in the BPO foundation, principles of successful BPM and effects in empirically based literature. The reconstruction of the narrative case study describes milestones and critical junctions, as well as effects based on quantitative and qualitative data. Findings Effects in BPO are demonstrated in terms of higher customer satisfaction, increased innovative ability, improved operational performance, higher employee satisfaction and, as a result of these, increased profitability. Theoretical constructs with implications for the theory building on BPO are suggested in a three-layer management framework – with capabilities and abilities emerging from the case study used as an illustrative example. Practical implications Lessons are learned regarding critical practices related to advancement in BPO. A strategy-building process based on eight design propositions is suggested to define the pre-conditions for BPO in an organization. Originality/value This is the first longitudinal case study to provide a comprehensive view and detailed insights of a BPO journey and top management performance toward a business process-oriented organization. Practitioners and BPM community get valuable insights into how the temporality and the context shape the BPO maturity process in terms of new organizational structure and roles during the journey.

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“…As mentioned before, our approach starts from Process Architecture Level 3 [5] with a detailed BP in BPMN 2.0. Our example of application is based on a real business process to perform a "Major Ambulatory Surgery (MAS) for a Patient" from a Hospital in Ciudad Real, Spain; the process is one which we have used from the start of our work.…”

Section: Example Of Applicationmentioning

confidence: 99%

“…As defined in [5] a Process Architecture is a conceptual model showing the BPs of the organization at different levels of abstraction, along with their relationships. At Level 1 -"Process Landscape" a map of the organizational processes is provided.…”

Section: Reference Model-driven Architecturementioning

confidence: 99%