Obstacles in Business Process Management (BPM) Implementation and Adoption in SMEs

Imanipour, Narges; Talebi, K H Sagheb; Rezazadeh, Siavash

doi:10.2139/ssrn.1990609

Cited by 13 publications

(10 citation statements)

References 32 publications

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“…Therefore, our desire is to achieve the extended flexibility of process models to make them suitable for knowledge work and avoid mixing of ACM and BPM technologies. Obviously, limited flexibility is a common obstacle of BPM adoptions [18], [19]. This was also confirmed during the practice project in which we participated.…”

Section: Problem Descriptionsupporting

confidence: 64%

A Dynamic Approach to Process Design: A Pattern for Extending the Flexibility of Process Models

Kolář¹,

Dockal²,

Pitner³

2013

Lecture Notes in Business Information Processing

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Part 4: Enterprise Modelling Approaches and Tools for Agility and FlexibilityInternational audienceThis paper presents a specific approach to Business Process design by combining selected principles of Adaptive Case Management, traditional modeling of processes executable in Business Process Management Systems, and a constraint-based approach to process design. This combined approach is intended for business situations, where traditional process models with rigid structures can lead to limitations of business flexibility. We propose a process design pattern that is suitable for the modeling of ad-hoc processes within common BPMS-based systems. The pattern can be used to define a process structure in a declarative constraint-based manner. Further, we present an application of the approach in an actual project, which is an end-to-end BPM project from an insurance business. The project uncovered needs for an extended flexibility of process structures. This along with requirements based on ad-hoc processes led to advancement in the presented approach. This paper presents a versatile, generally applicable solution, which was later tailored for the purpose of the aforementioned project and led to the successful satisfaction of the requirements. The approach is part of a more comprehensive research effort – complex BPM adoption methodology BPM4SME designed primarily for Small and Medium Enterprises, which put emphasis on the agility of the BPM adoption process and consequent flexible implementations of BPMS-based systems

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Section: Problem Descriptionsupporting

confidence: 64%

A Dynamic Approach to Process Design: A Pattern for Extending the Flexibility of Process Models

Kolář¹,

Dockal²,

Pitner³

2013

Lecture Notes in Business Information Processing

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“…A gestão da mudança é outro fator relevante. Existe resistência a mudança por parte de funcionários que ocupam a média gestão, por sentirem ameaça a sua posição hierárquica dentro da organização (ARTELL, 2013), existe também a necessidade de direcionar os funcionários para uma visão inovadora onde tomam mais autonomia a fim de assumirem mais responsabilidades (IMANIPOUR et al, 2012) em seus particulares processos. Não delegar responsabilidades as pessoas é um dos fatores apontado por Trkman (2010), onde alega que o treinamento e o empoderamento dos funcionários são pré-requisitos para um BPM bem-sucedido, pois funcionários treinados entregam serviços mais rapidamente, implicando em redução de custos e etc.…”

Section: Resultados E Discussõesunclassified

Implantação De Gestão De Processos De Negócios (Bpm) Nas Organizações.

RODRIGUES¹

2019

Preprint

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O Foco desta pesquisa é identificar quais os fatores implicam em barreiras que um gerente de projetos pode encontrar para implementar a disciplina de gerenciamento de processos de negócio (BPM) dentro das organizações. O objetivo é conhecer as vantagens que o BPM pode proporciona, conhecer suas características e as dificuldades encontradas para sua implantação. Para isso foi feito uma busca aprofundada na literatura em artigos que abordaram diversos estudos de casos, de diversas localidades, os dados foram coletados e posteriormente utilizados para formular um questionário, onde foi apresentado para dois especialistas da região, que contribuíram com suas práticas e experiências vividas implantado mudanças de organização funcional para organização suportada a processos (BPM) em várias empresas da região. Palavras-chave: Gestão de projetos. Gerenciamento de processos de negócios (BPM). Barreiras.

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“…This for the most part happens on the grounds that the organization the board does not have a clue how to use the yield done during BPM investigation (Imanipour, Talebi & Rezazadeh, 2012). Various study has various thoughts regarding BPM's prosperity rate.…”

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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Obstacles in Business Process Management (BPM) Implementation and Adoption in SMEs

Cited by 13 publications

References 32 publications

A Dynamic Approach to Process Design: A Pattern for Extending the Flexibility of Process Models

A Dynamic Approach to Process Design: A Pattern for Extending the Flexibility of Process Models

Implantação De Gestão De Processos De Negócios (Bpm) Nas Organizações.

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

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