When organizations start to digitize, this often means that processes will be changed. The management paradigm that is centered on the continues review and improvement of organizational processes is Business Process Management (BPM). To digitize processes, an organization should have the right competences to deal with both technological and process changes. However, currently, it is not known which competences are needed by leaders to guide an organization with digital process transformation initiatives. Hence, this paper consists of an explorative study based on interviews with five experts to find out if and how the competences related to digital leadership can guide such initiatives. The experts are employees within five different organizations. The interviews showed some interesting results. First of all, several competences of digital leadership were mentioned by various experts. Many of these competences corresponded with each other. In the interviews, the following competences of digital leadership were mentioned most often: Collaboration, Self-direction, Lifelong learning, and Flexibility. Secondly, there are many approaches to gain insight into processes within organizations. The use of models is necessary to create added value, to help coordinate information provision between the processes and the people who work for the organization. One such approach is the use of Business Process Management Maturity models, which provide insight into the process maturity level of an organization. According to the respondents, there is a relationship between BPM maturity and digital leadership.
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From the article This paper describes a joint effort by two educational and scientific institutes, the HU University of Applied Sciences and Utrecht University, in designing a BPM course that not only transfers theoretical knowledge but lets students also experience real life BPM-systems and implementation issues. We also describe the implementation of the developed module with an indication of its success: it is now running for the fifth time, and although there continue to be points for improvement, over the years several scientific papers in the BPM domain resulted from the course, as well as a reasonable amount of students started their final thesis project in the BPM-domain.
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Abstract - This study investigates the Business Process Management (BPM) maturity and process performance of the Dutch Department of Defence (DDoD). Like any other organisation, defence departments use BPM to manage their daily business processes. Despite using BPM, the organisation has never undertaken the initiative to analyse its BPM Maturity level and process performance. This paper presents the first results of such a study and compares this to similar military organisations, non-profit organisations and other organisations in the private sector. The DDoD BPM Maturity index score of 2.66 is similar to that of peer organisations. The study provides some suggestions for research and practical implications for organisation.
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In this study we analyze the difference in perception regarding the BPM initiative between management and employees of an operational department of the Peruvian Air Force and compared the BPM Maturity with benchmark studies. The research question is: Does differences in perception of BPM Maturity between managers and employees lead to differences in the evaluation of process performance? The underlying BPM maturity model consists of 7 dimensions: Process Awareness, Process Description, Process Measurement, Process Control, Process Improvement, Process Resources and Knowledge, and Process IT Tools. The total dataset consists of 241 respondents and validated scales were used to measure BPM Maturity and Process Performance. The results show that there are no significant differences between managers and employees. Regression analysis shows that Process Measurement, Process Control and Process Resources are the key determents for Process Performance. The results offer opportunities to launch new BPM initiatives within the case study organization.
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Promotor : Prof. dr. S. Brinkkemper In recent years the focus on business process improvement has greatly increased in industry as well as in public and health institutions. Information systems and especially Business Process Management (BPM) systems are essential to achieve this. Despite success and opportunities for organizations that innovate with BPM applications there are also many failures of implementations caused by both technical and non-technical problems. In many instances it appears that user participation and user involvement are critical to the success of implementation. To overcome the many problems this thesis reports on research that focused on the improvement of the user participation practice. Therefore the main research question in this PhD thesis is: How can user participation in BPM implementation be successful?
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In the last decade, business process management (BPM) has become essential for corporations to maintain their control over business processes. Therefore it is highly important for companies to know which factors influence business process performance. Consequently, this study focuses on the relationship between BPM maturity and BPM performance. The paper aims to determine (1) whether BPM maturity has a significant effect on BPM performance and (2) whether there is a significant difference between a country that is in a relatively more mature stadium with regard to BPM practices and one that is still going through an adapting phase. In this case we compared the Netherlands and Portugal, in which Portugal reflects the country that is going through an adoption phase. A total of 138 Dutch and 58 Portuguese companies responded to an online survey about BPM practices. For this research, 29 Dutch and 12 Portuguese commercial companies with at least 1,000 employees were taken into account. Statistical empirical research shows that BPM maturity has a significant positive effect on BPM performance. It also shows that although the effect is positive in both countries there is a significant difference between the Netherlands and Portugal. The effect of BPM maturity on BPM performance is higher in Portugal than in the Netherlands. The research concludes that large commercial companies in both countries can attain a better BPM performance by raising their BPM maturity.
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In this paper we present the results of an international comparative research conducted through a special web survey, i.e. an online 'game' to rate and classify Critical Success Factors (CFSs) for BPMS implementations. The survey was completed by 39 respondents from 11 different countries. Central to the research was the question how BPM-systems success factors are perceived by professionals from different countries (i.e. cultural backgrounds) and how this is related to other characteristics such as their level of experience within the BPM domain. The respondents judged a total of 55 factors in two ways: (1) by allocating them to one of the five domains of BPMS implementation, and (2) by ranking their importance for BPMS implementations. Significant differences were found between respondents from Northern European versus Anglo-American countries, and between respondents with different levels of experience with BPMS implementations.
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Het huidige wetsvoorstel inzake de km-heffing is uiterst oneerlijk, lost de files niet op en maakt het voor de maatschappij als geheel slechts complexer, intransparanter en veel duurder. Overheveling van de bpm naar de algemene lasten ("bereikbaarheidsheffing"), afschaffing van het kentekenonderscheid en overheveling van de houderschapsbelasting naar de accijnzen kunnen zonder noemenswaardige kosten worden doorgevoerd en zijn veel eerlijker dan de km-heffing.
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Business Process Management (BPM) and supporting BPM-systems are increasingly implemented within organizations and supply chains. However a common accepted definition of the BPM-concept is omitted and the same is true for the competencies (knowledge, skills and attitudes) that project members need during a BPM-implementation. In this paper we present the results of a survey among Dutch consultants, developers and end-users of BPM-systems. The survey is designed to investigate whether there is a shared view among different disciplines with regard to the definition of BPM and the relevant competencies for BPM implementation. After presentation and interpretation of the results of this survey, we propose an international study to explore if BPM definitions and its relevant competencies differ across regions and cultures.
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Managing and supporting the collaboration between different actors is key in any organizational context, whether of a hierarchical or a networked nature. In the networked context of ecosystems of service providers and other stakeholders, BPM is faced with different challenges than in a conventional hierarchical model, based on up front consolidation and consensus on the process flows used in collaboration. In networked ecosystems of potential business partners, designing collaboration upfront is not feasible. Coalitions are formed situationally, and sometimes even ad-hoc. This paper presents a number of challenges for conventional BPM in such environments, and explores how declarative process management technology could address them, indicating topics for further research.
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