Business Process Management: A Core Task for any Company Organization

Jost, Wolfram; Scheer, August-Wilhelm

doi:10.1007/978-3-540-24705-0_3

Cited by 13 publications

(3 citation statements)

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“…The process management life cycle phases are most typically defined based on Deming's Plan-Do-Check-Act or Plan-Do-Study-Act cycle (Kalinowski, 2011), or using the approaches adapted by authors of process management architectures (Jost and Scheer, 2002;BOC, 2007;Nosowski, 2010). The Process Management Life Cycle model (BOC, 2007) covers six basic dimensions of process management: Process Strategy, Process Documentation, Process Optimization, Process Implementation, Process Execution and Process Controlling.…”

Section: Process Management Life Cyclementioning

confidence: 99%

“…to define, implement and measure its processes as well as to make continual improvement decisions based on performance measurements. The process of achieving maturity is associated with developing some features characteristic for the given maturity level (Hammer, 2007;Rosemann and de Bruin, 2005;Rosemann et al, 2006;OMG, 2008;McCormack and Johnson, 2001; Lockamy and McCormack, 2004;Zwicker et al, 2010) and improving the process management areas according to the Business Process Lifecycle (Jost and Scheer, 2002) or Process Management Life Cycle (BOC, 2007).…”

Section: Introductionmentioning

confidence: 99%

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The Assessment of Business Process Management Maturity: Comparative Analysis Inside an Organization

Gabryelczyk

2015

SSRN Journal

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The purpose of this paper is to create and test the practical application of the business process management maturity assessment based on a case study. Maturity models are used for measuring the performance and maturity of individual functional areas or processes, as well as that of the whole organization. We propose measuring the maturity of business process management on a sample of 47 employees of one organization at two different grade levels: at the Management level and at the Professionals level. The comparative analysis of business process management maturity was performed using an ANOVA test, which allowed the evaluation of differences between the groups of respondents and using correlation matrix, which assesses the strength of the correlation between the business process maturity in the organization and six process areas (Strategy, Documentation, Optimization, Implementation, Execution, Controlling), which are constituent the maturity. The analysis of differences in the perception of business process management maturity through different employees may help better prioritize BPM development projects in an organization. The findings will be the basis for formulating recommendations for the effective raising of the business process management maturity.

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Section: Process Management Life Cyclementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Assessment of Business Process Management Maturity: Comparative Analysis Inside an Organization

Gabryelczyk

2015

SSRN Journal

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“…In today's business environment organizations move towards business process oriented architectures like defined with the three-tier architecture of business process excellence [13]. When a business Process is executed by a VE parts of the decomposition of this Business Process (BP) are assigned to different enterprises, becoming a distributed business process (DBP).…”

Section: Enterprise Architecture Managementmentioning

confidence: 99%

Enterprise Architecture Management-Based Framework for Integration of SME into a Collaborative Network

Polyantchikov

Srinivasa

Naikod

et al. 2012

IFIP Advances in Information and Communication Technology

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In current research it is suggested to use the Enterprise Architecture (EA) management approach, which enables to decrease the duration and to improve the efficiency of IS integration process. Developed framework for business process implementation is adapted to the requirements of the Virtual Collaborative Network of Enterprises. The key business processes should be described internally based on common standard for all collaborative partners and it is suggested to use the ISO 9000 Quality Management standard as a base. This process is followed by analysis of inter-organizational business processes and possible process modeling solutions are also outlined in the paper. The implementation and management of collaborative business processes decrease the risks for the new potential customers and partners on the way to successful collaboration. After the collaborative business process is described it is possible to proceed with the implementation of collaborative IS.

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Business Process Management: What Is It and Why Do You Need It?

Kirchmer¹

2017

High Performance Through Business Process Management

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Business Process Management: A Core Task for any Company Organization

Cited by 13 publications

References 0 publications

The Assessment of Business Process Management Maturity: Comparative Analysis Inside an Organization

The Assessment of Business Process Management Maturity: Comparative Analysis Inside an Organization

Enterprise Architecture Management-Based Framework for Integration of SME into a Collaborative Network

Business Process Management: What Is It and Why Do You Need It?

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