Towards a BPM Success Model: An Analysis in South African Financial Services Organisations

Thompson, Gavin; Seymour, Lisa F.; O’Donovan, Brian

doi:10.1007/978-3-642-01862-6_1

Cited by 23 publications

(36 citation statements)

References 6 publications

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“…BPM success is ultimately determined by success measures through three themes: process efficiency, process quality, and process agility [16].…”

Section: Research Method: Qualitative Meta-synthesismentioning

confidence: 99%

“…Firstly, there needs to be to be a clear link between the corporate strategy and the company"s core processes. And secondly, whenever the corporate strategy is altered, the required process changes need to be reviewed [16]. Different researchers indicate the role of alignment between business objectives and the goal of the BPM efforts as an essential element for the success of projects [11].…”

Section: B Strategymentioning

confidence: 99%

“…Different researchers indicate the role of alignment between business objectives and the goal of the BPM efforts as an essential element for the success of projects [11]. Strategy is characterized further by following sub factors such as: strategic alignment [17]- [30], top management support [31], [23], [26], [5], [32], [33], [20], [34], [12], [5], governance [21], [31], [24], [26], [16], [12].…”

Section: B Strategymentioning

confidence: 99%

“…People are one of the most important elements in the business process change since processes should be conducted by people in organization [11]. The factor can be further described by two sub factors : management of people [35], [21], [24], [36], [26], [11], [16], [5], [33], [27], [32], [25], [22], [19], [18] and roles, responsibilities and skills [24], [26], [11], [17], [25], [32], [20], 23,15,18,19,22,12,30,33].…”

Section: Peoplementioning

confidence: 99%

“…Process management teams use a standard approach to navigate process analysis and design [19]. This factor includes the following sub factors: process management [5], [22], [19], [18], [33], [34], [31], [36], BPM methods [35], [21], [31], [24], [11], [16], process improvement methodology [34], [18] , [19], [22], [32], [20], [12], [25], [30], [15].…”

Section: Optimization and Process Managementmentioning

confidence: 99%

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A Success Model for Business Process Management Implementation

Dabaghkashani¹

2012

IJIEE

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Abstract-Business Process Management (BPM) is currently being seen as the best way to facilitate process improvements. Since this concept is mainly a multidisciplinary subject, success in implementing requires considering various factors. In this paper, first seven success factors were explored through qualitative meta-synthesis based on previous studies; then a success model for presenting the effect of these major factors on BPM implementation is expanded. The identified factors categorized around (1) strategy, (2) people, (3) optimization and process management, (4) process architecture, (5) IT architecture, (6) project management, (7) standards and measurements. Each of these factors is described further by defining some sub-factors. Secondly BPM implementation success measures have been introduced and logical interrelationship between success factors and themes represented. This model should be considered before and during BPM implementation process by managers and business analysts in order to fulfill requirements.Index Terms-Business process management (BPM), BPM implementation, critical success factors (CSFs), BPM success model, qualitative meta-synthesis.

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“…BPM success is ultimately determined by success measures through three themes: process efficiency, process quality, and process agility [16].…”

Section: Research Method: Qualitative Meta-synthesismentioning

confidence: 99%

Section: B Strategymentioning

confidence: 99%

Section: B Strategymentioning

confidence: 99%

Section: Peoplementioning

confidence: 99%

Section: Optimization and Process Managementmentioning

confidence: 99%

See 3 more Smart Citations

A Success Model for Business Process Management Implementation

Dabaghkashani¹

2012

IJIEE

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Applied business process management: An information systems approach to improve service delivery in public hospitals of low‐ and middle‐income countries

Seymour

Mwalemba

Weimann

2019

E J Info Sys Dev Countries

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South African public hospitals are faced with many challenges comprising inefficient processes, lack of digitalisation, severe austerity measures, and the rising burden of disease. Irrespective of the many existing initiatives in place, a critical challenge is the shortage of necessary resources required to fund, implement, and sustain new interventions. This deprives public hospitals from the efficiencies and quality of service experienced in private hospitals or other business entities. Through a case study strategy, this paper has abstracted two practice contributions. First, it describes and prescribes a low‐cost approach in which business process redesign was applied in a public hospital through a partnership between the hospital and a higher learning institution. The initiative involved third year students majoring in Information Systems performing, as part of their class project, process analysis at the hospital at no cost to the hospital other than their employees' time. The second contribution is a priority list of redesign and lean management principles that were abstracted from these initiatives. These include improving staff training, distributing and adhering to up‐to‐date standard operating procedures, performing tasks in parallel rather than in series, reducing handovers by avoiding certain tasks, incentivizing use of existing mobile software by doctors, developing low‐cost task automation solutions such as Microsoft Office applications, redesigning and standardizing forms, capturing data at source electronically rather than later, redesigning physical spaces, and improved key performance indicators and reporting. The study confirms the usefulness of this collaborative business process redesign approach for public hospitals as stakeholders got relevant information and practical, low‐cost, creative solutions with the potential to improve efficiencies and subsequently service delivery.

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Making process ownership work: Evidence from a global Delphi study

Danilova

2018

Knowl Process Manag

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Process owners are a central element of business process management and process governance, but the role is highly demanding, and many organizations struggle with establishing effective process ownership. However, empirical research focusing on process owners remains scarce. The purpose of this study is to develop an understanding of how organizations can make process ownership work. Through a global Delphi study with 2 expert panels consisting of academics and practitioners from 23 countries, this study generated a set of 20 capabilities required in order for process owners to succeed. This is the first study to look at managerial aspects of business process management through a global Delphi study. The findings extend the knowledge base of academics regarding process ownership and matrix organizations and inform the management of organizations. Implications for practice are important, for helping leaders successfully establish process ownership and as guidance for process owners.

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Towards a BPM Success Model: An Analysis in South African Financial Services Organisations

Cited by 23 publications

References 6 publications

A Success Model for Business Process Management Implementation

A Success Model for Business Process Management Implementation

Applied business process management: An information systems approach to improve service delivery in public hospitals of low‐ and middle‐income countries

Making process ownership work: Evidence from a global Delphi study

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