Abstract
Due to the need to improve different business processes, chances are that multiple BPM projects are being conducted at the same time within the same organization. Collectively, we call the set of BPM projects within a company, including its specific management structure, a BPM program. This chapter deals with the following question: “What does it take to successfully manage a BPM program?” To answer this question, we consider BPM as an enterprise capability, at the same level as other organizational management disciplines such as risk management and human performance management. After introducing the typical reasons for BPM programs to fail, we introduce transversal aspects of BPM, such as governance and strategic alignment, and discuss how these are critical to avoid the fail reasons. Next, we organize these aspects in a BPM maturity model and show how to use this model to assess the BPM maturity of an organization.
Be not afraid of growing slowly, be afraid only of standing still.
Chinese proverb
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Dumas, M., La Rosa, M., Mendling, J., Reijers, H.A. (2018). BPM as an Enterprise Capability. In: Fundamentals of Business Process Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-56509-4_12
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DOI: https://doi.org/10.1007/978-3-662-56509-4_12
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