Business Process Management

Business Process Management

Matthew Guah (Erasmus School of Economics, The Netherlands)
Copyright: © 2009 |Pages: 20
DOI: 10.4018/978-1-59904-546-7.ch010
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Abstract

The chapter seeks to advance the practice perspective of VLITP by drawing attention to individual, collective sub-teams and host organizational sense making. It reveals some of the inner workings of VLITP implementation strategies in practice today and attempts to form the theoretical bases for examining a case for BPM in VLITP implementation situations. The chapter looks at various BPM concepts including BPM practices in project management, since the mid 1990’s, though originating from the early 1920s. It introduces three waves of BPM throughout the years before providing a comprehensive definition of BPM in the VLITP situation.
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Business Process Management

BPM involves the holistic approach of all systematic attempts to control and improve the implementation of a business process. This is why BPM encompasses optimization of individual activities, optimization of process flow, process change management, and change management for the organizational culture. The IT industry has developed BPM software that is based on the business improvement life cycle. This cycle shows the organizational desire to constantly improve the implementation of the business process. BPM software should in theory enable analysts to model, simulate, deploy, execute, measure the performance, and analyze new process implementations. However this is currently not possible, because the BPM software is not able to change the process flow, which is embedded in the applications. Another problem is that the current modeling environments are too technical for the business process analysts.

BPM is the philosophy of how business processes should be managed. This management is frequently misinterpreted as the streamline of delivering a document to the appropriate recipient (Keen, 2004). Pritchard and Armistead conclude from a series of interviews that managers see BPM as a holistic approach for process performance in the long run including process commitment (Pritchard and Armistead, 1999).

As mentioned earlier there currently is much discussion about the definition of BPM. Lee and Dale (1998) present a good overview of this subject, though it does not encompass recent changes to process thinking. Their definition for BPM is: “a customer-focused approach to the systematic management, measurement and improvement of all company processes through cross-functional teamwork and employee empowerment”. Our objections to this definition are that terms like cross-functional teamwork and employee empowerment refer to an approach to BPM. We would like to have a general definition that also fits other approaches.

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Table of Contents
Foreword
Leslie Willcocks
Acknowledgment
Chapter 1
Matthew Guah
This chapter classifies the purpose of project management in IT projects as a means of introducing the topics covered in the book and demonstrates... Sample PDF
Introduction to Very Large IT Projects
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Chapter 2
Matthew Guah
By examining the history of what was earlier considered project management, this chapter not only points out lessons from past practices but also... Sample PDF
The Field of Project Management
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Chapter 3
Matthew Guah
The basis upon which the objectives and policies for managing a VLITP are formulated is the need to achieve the project objectives on time and under... Sample PDF
Why Implement Very Large IT Projects
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Chapter 4
Matthew Guah
Different VLITP methodologies are capable of solving various types of problems during a project life cycle. This chapter shows that effect of VLITP... Sample PDF
Methodologies for Implementing VLITPs
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Chapter 5
IT Governance  (pages 69-83)
Matthew Guah
VLITP managers face unprecedented expectations for their governance. These expectations are driven by mandates and other demands from host... Sample PDF
IT Governance
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Chapter 6
IT Security  (pages 84-95)
Matthew Guah
One area that has scarcely received attention in the IT security literature, is the role that individual compliance plays in preventing... Sample PDF
IT Security
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Chapter 7
Matthew Guah
The study of diffusion, adoption, and IT project implementation in popular literature relies on theories which do not address the question of why... Sample PDF
Human Resource Issues in VLITP
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Chapter 8
Matthew Guah
Medical accidents, such as those that occur as a consequence of errors in medical systems, rarely happen because of a single failure. They are... Sample PDF
Ergonomics of Very Large IT Projects
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Chapter 9
Matthew Guah
For centuries, organizations have been trying to exchange information between their applications by linking them together. However, such application... Sample PDF
Service-Oriented Architecture: A New Platform for Very Large IT Projects
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Chapter 10
Matthew Guah
The chapter seeks to advance the practice perspective of VLITP by drawing attention to individual, collective sub-teams and host organizational... Sample PDF
Business Process Management
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Chapter 11
Matthew Guah
VLITP escalation has been documented to be a widespread phenomenon in the 21st century. Nearly every research in this area has portrayed escalation... Sample PDF
Outsourcing and Escalation Issues in VLITPs
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Chapter 12
Matthew Guah
The traditional way to achieve the automatic execution of project management processes is to develop or purchase an application that executes the... Sample PDF
VLITP Management Framework
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Chapter 13
Matthew Guah
The National Programme for Information Technology is the largest civil IT program worldwide at an estimated cost of £6.2 bn, US$ 10 billion, over a... Sample PDF
Case Study I: National Program for IT
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Chapter 14
Matthew Guah
VLITP can shift the direction of organizations by introducing new systems and emerging technologies that can serve as a trigger for change to the... Sample PDF
Case Study II: RFID—A Technology for Enterprise Systems in the Airlines Industry
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Chapter 15
Matthew Guah
Prediction markets have proven high forecasting performance in many areas such as politics, sports, and business-related fields, compared to... Sample PDF
Case Study III: VLITP in Public Transport— Implementing OV-Chipcard in The Netherlands
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