The evolution of business process management and the implementation of business process improvement initiatives

Keywords: business process management, business process improvement, project team

Abstract

Subject. Тhe article outlines the evolution of business process management – from designing single business processes to a fledged management discipline and a nowadays understanding of business process management as an integrated set of organizational capabilities. The emphasis is on the analysis of the best practices for implementing projects of business process improvement. Purpose is to analyze modern theoretical and applied aspects of business process management, the reasons for the failure and success of projects to improve business processes, define the optimal organization, structure and method of work for project teams to business process improvement.
Method. Literature review, analysis of applied research and case studies.
Result. Defines the conditions for organizing project work to improve business processes, the necessary qualifications of project team members, the general structure of project participants (project team, support team (pilot group), milestone committee, subproject teams) have been determined. The content of the stages of work to business processes improvement has been clarified.
Conclusion. The potential of business process management and initiatives to improve business proces ses can be realized if they are embedded in the most important components of an organization’s management, such as strategy, structure, organizational culture, information and communication technologies, and personnel management. Equally important is the constant development of competencies, not only in the analysis and modeling of business processes, but also in project management and organizational change.

Metrics

Metrics Loading ...

Author Biography

Ruslan G. Pozhidaev, Voronezh State University

Candidate of Economic Science, Associate Professor, Associate Professor of the Labor Economy and General Management Department of the Voronezh State University, Voronezh, Russian Federation

References

Aarnio, T. (2015) The Strengthened Business Process Matrix – A Novel Approach for Guided Continuous Improvement at Service-Oriented SMEs. Knowledge and Process Management. 22 (3), 180–190. DOI: 10.1002/kpm.1473

Bakotich, D., & Krnich, A. (2017) Exploring the relationship between business process improvement and employees’ behavior. Journal of Organizational Change Management. 30 (4), 1044–1062. DOI: 10.1108/jocm-06-2016-0116

Clark, K. (1998) Dynamic Manufacturing Creating the Learning Organization. New York, Free Press.

Crawford, L. (2006) Developing organizational project management capability: theory and practice. Project Management Journal. 37 (3), 74-97. DOI: 10.1177/875697280603700308

Davenport, T. H. (1993) Process Innovation: Reengineering Work through Information Technology. Boston, Harvard Business School Press.

Grover, V., Kettinger, W. J. & Teng, J. T. C. (2000) Business process change in the 21st century. Business & Economic Review, 46 (2), 14-18.

Grover, V. (1999) From business reengineering to business process change management: a longitudinal study of trends and practices. IEEE Transactions on Engineering Management, 46 (1), 36-46.

Harrington, H.J. (1991) Business Process Improvement – The Breakthrough Strategy for Total Quality. Productivity, and Competitiveness. New York, Mc-Graw-Hill.

Hayes, R. H. (1984) Restoring Our Competitive Edge: Competing Through Manufacturing. New York, John Wiley.

Karimi, J., Somers, T. & Bhattacherjee, A. (2007) The impact of ERP implementation on business process outcomes: a factor-based study. Journal of Management Information Systems, 24 (1), 101-134.

Jurisch, M., Palka, W., Wolf, P. & Krcmar, H. (2014) Which capabilities matter for successful business process change? Business Process Management Journal, 20 (1), 47-67. DOI: 10.1108/bpmj-11-2012-0125

Leyer, M., Stumpf-Wollersheim, J. & Kronsbein, D. (2017) Stains on the bright side of process-oriented organizational design: an empirical investigation of advantages and disadvantages. Schmalenbach Business Review, 17 (1), 29-47. DOI: 10.1007/s41464-016-0020-9

Rosemann, M. (2010) The Service Portfolio of a BPM Center of Excellence. Handbook on Business Process Management. 2. 267–284. DOI: 10.1007/978-3-642-01982-1_13

Rosemann, M., & vom Brocke, J. (2010) The Six Core Elements of Business Process Management. Handbook on Business Process Management. 1. 107–122. DOI: 10.1007/978-3-642-00416-2_5

Povey, B. (1998) The Development of a Best Practice Business Process Improvement Methodology. Benchmarking for Quality Management and Technology. 5 (1). 27–44. DOI: 10.1108/14635779810206795

Sarker, S., & Sidorova, A. (2006) Understanding business process change failure: an actor-network perspective. Journal of Management Information Systems, 23 (1), 51-86. DOI: 10.2753/mis0742-1222230102

van der Aalst, W. & van Hee, K. (2002) Workflow Management: Models, Methods, and Systems. Cambridge, MIT Press.

vom Brocke, J., & Rosemann, M. (2014) Business Process Management. Wiley Encyclopedia of Management, 7. 11–37. DOI: 10.1007/978-3-642-45100-3

vom Brocke, J. & Sinnl, T. (2011) Culture in business process management: a literature review. Business Process Management Journal. 17(2). 357–377. DOI: 10.1108/14637151111122383

Zaini Z. & Saad A. (2019) Business Process Reengineering as the Current Best Methodology for Improving the Business Process. Journal of ICT in Education. 6. 66-85.

Published
2020-09-30
How to Cite
Pozhidaev, R. G. (2020). The evolution of business process management and the implementation of business process improvement initiatives. Proceedings of Voronezh State University. Series: Economics and Management, (3), 122-132. https://doi.org/10.17308/econ.2020.3/3111
Section
Management