Abstract
The management and improvement of business processes is an evergreen topic of organizational design. With many techniques and tools for process modeling, execution, and improvement being available, research pays progressively more attention to the organizational impact of business process management (BPM) and the development of BPM capabilities. Despite knowledge about the capabilities required for successful BPM, there is a lack of guidance on how these BPM capabilities should be developed and balanced with the improvement of individual business processes. As a first step to address this research gap, we propose a decision model that enables valuating and selecting BPM roadmaps, i.e., portfolios of scheduled projects with different effects on business processes and BPM capabilities. The decision model is grounded in the literature related to project portfolio selection, process performance measurement, and value-based management. We also provide an extensive demonstration example to illustrate how the decision model can be applied.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Kohlbacher, M., Reijers, H.: The effects of process-oriented organizational design on firm performance. Bus. Proc. Manage. J. 19, 245–262 (2013)
Skrinjar, R., Bosilj-Vuksic, V., Indihar-Stemberger, M.: The impact of business process orientation on financial and non-financial performance. Bus. Proc. Manage. J. 14, 738–754 (2008)
Dumas, M., La Rosa, M., Mendling, J., Reijers, H.: Fundamentals of Business Process Management. Springer, Heidelberg (2013)
vom Brocke, J., Becker, J., Braccini, A.M., et al.: Current and future issues in BPM research: a European perspective from the ERCIS meeting 2010. CAIS 28, 393–414 (2011)
van der Aalst, W.M.P.: Business Process Management: A Comprehensive Survey. ISRN Software Eng., vol. 2013 (2013)
Niehaves, B., Poeppelbuss, J., Plattfaut, R., Becker, J.: BPM Capability Development–A Matter of Contingencies. Bus. Proc. Manage. J. 20, 90–106 (2014)
Sidorova, A., Isik, O.: Business process research: a cross-disciplinary review. Bus. Proc. Manage. J. 16, 566–597 (2010)
Vergidis, K., Tiwari, A., Majeed, B.: Business Process Analysis and Optimization: Beyond Reengineering. IEEE Transactions on Systems, Man, and Cybernetics - Part C: Applications and Reviews 38, 69–82 (2008)
Rosemann, M.: vom Brocke, J.: The Six Core Elements of Business Process Management. In: Handbook on Business Process Management I. Springer, Berlin (2010)
van Looy, A., de Backer, M., Poels, G.: Defining Business Process Maturity: A Journey towards Excellence. Total Qual. Manage. 22, 1119–1137 (2011)
Jurisch, M.C., Palka, W., Wolf, P., Krcmar, H.: Which Capabilities Matter For Successful Business Process Change? Bus. Proc. Manage. J. 20, 47–67 (2014)
Röglinger, M., Pöppelbuß, J., Becker, J.: Maturity Models in Business Process Management. Bus. Proc. Manage. J. 18, 328–346 (2012)
Darmani, A., Hanafizadeh, P.: Business process portfolio selection in re-engineering projects. Bus. Proc. Manage. J. 19, 892–916 (2013)
Hevner, A.R., March, S.T., Park, J., Ram, S.: Design Science in Information Systems Research. MIS Quart. 28, 75–105 (2004)
Peffers, K., Tuunanen, T., Rothenberger, M.A., Chatterjee, S.: A Design Science Research Methodology for Information Systems Research. J. Manage. Inf. Syst. 24, 45–77 (2008)
Harmon, P.: Business Process Change, 2nd edn. Morgan Kaufmann, Burlington (2010)
Helfat, C.E., Peteraf, M.A.: The Dynamic Resource-based View: Capability Lifecycles. Strategic Manage. J. 24, 997–1010 (2003)
Pavlou, P.A., El Sawy, O.A.: Understanding the Elusive Black Box of Dynamic Capabilities. Decision Sci. 42, 239–273 (2011)
Winter, S.G.: Understanding Dynamic Capabilities. Strategic Manage. J. 24, 991–995 (2003)
Kim, G., Shin, B., Kim, K.K., Lee, H.G.: IT capabilities, process-oriented dynamic capabilities, and firm financial performance. J. Association Inf. Syst. 12, 487–517 (2011)
Ortbach, K., Plattfaut, R., Pöppelbuß, J., Niehaves, B.: A Dynamic Capability-based Framework for Business Process Management: Theorizing and Empirical Application. In: Proceedings of the Hawaii International Conference on System Sciences, Hawaii International Conference on System Sciences, pp. 4287–4296 (2012)
Reijers, H.A., Liman Mansar, S.: Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega 33, 283–306 (2005)
Heckl, D., Moormann, J.: Process performance management. In: Handbook on Business Process Management 2. Springer, Berlin (2010)
Neuhuber, L.C.N., Krause, F., Roeglinger, M.: Flexibilization Of Service Processes: Toward An Economic Optimization Model. In: Proceedings of the 21st European Conference on Information Systems (ECIS 2013), Paper 66 (2013)
Archer, N.P., Ghasemzadeh, F.: An integrated framework for project portfolio selection. Int. J. Project Manage. 17, 207–216 (1999)
Kundisch, D., Meier, C.: IT/IS Project Portfolio Selection in the Presence of Project Interactions – Review and Synthesis of the Literature. In: Wirtschaftinformatik Proceedings 2011, Paper 64, pp. 477–486 (2011)
Lee, J.W., Kim, S.H.: An integrated approach for interdependent information system project selection. Int. J. Project Manage. 19, 111–118 (2001)
Fox, G.E., Baker, N.R., Bryant, J.L.: Economic Models for R and D Project Selection in the Presence of Project Interactions. Manage. Sci. 30, 890–902 (1984)
Gear, T.E., Cowie, G.C.: A note on modeling project interdependence in research and development. Decision Sci. 11, 738–748 (1980)
Bardhan, I., Bagchi, S., Sougstad, R.: Prioritizing a portfolio of information technology investment projects. Manage. Inf. Syst. 21, 33–60 (2004)
Medaglia, A.L., Graves, S.B., Ringuest, J.L.: A multiobjective evolutionary approach for linearly constrained project selection under uncertainty. Eur. J. Oper. Res. 179, 869–894 (2007)
Koller, T., Goedhart, M., Wessels, D.: Valuation: Measuring and Managing the Value of Companies. John Wiley, New Jersey (2010)
Rappaport, A.: Creating Shareholder Value: The New Standard for Business Performance. Free Press, New York (1986)
Buhl, H.U., Röglinger, M., Stöckl, S., Braunwarth, K.: Value Orientation in Process Management - Research Gap and Contribution to Economically Well-founded Decisions in Process Management. Bus. Inf. Syst. Eng. 3, 163–172 (2011)
Martin, J.D., Petty, W.J., Wallace, J.S.: Value-Based Management with Corporate Social Responsibility. Oxford University Press, Inc., New York (2009)
Berger, J.O.: Statistical Decision Theory and Bayesian Analysis. Springer, New York (2010)
Pierson, P.: Not just what, but when: Timing and sequence in political processes. Studies in American Political Development 14, 72–92 (2000)
Project Management Institute: A Guide to the Project Management Body of Knowledge. Project Management Institute, Newton Square (2008)
Hammer, M., Champy, J.: Reengineering the corporation: a manifesto for business revolution. Nicholas Brealey, London (1993)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer International Publishing Switzerland
About this paper
Cite this paper
Lehnert, M., Linhart, A., Röglinger, M. (2014). Chopping Down Trees vs. Sharpening the Axe – Balancing the Development of BPM Capabilities with Process Improvement. In: Sadiq, S., Soffer, P., Völzer, H. (eds) Business Process Management. BPM 2014. Lecture Notes in Computer Science, vol 8659. Springer, Cham. https://doi.org/10.1007/978-3-319-10172-9_10
Download citation
DOI: https://doi.org/10.1007/978-3-319-10172-9_10
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-10171-2
Online ISBN: 978-3-319-10172-9
eBook Packages: Computer ScienceComputer Science (R0)