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Handbook on Business Process Management 2 pp 381–398Cite as

The Service Portfolio of a BPM Center of Excellence

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Part of the book series: International Handbooks on Information Systems ((INFOSYS))

Abstract

Centers of BPM Excellence (CoE) are a popular organizational setup for the centralized provision of Business Process Management. Organizations establish a CoE (aka BPM Support Office) as their BPM maturity increases in order to ensure a consistent and cost-effective way of offering Business Process Management services. The definition of the offerings of such a Center and the allocation of roles and responsibilities play an important role within BPM Governance. In order to plan the role of such a BPM CoE, this chapter proposes the productization of BPM leading to a set of 15 distinct BPM services. A portfolio management approach is suggested to position these services. The approach allows identifying specific normative strategies for each BPM service, such as process improvement, process training or process forensics. A public sector case study provides further insights into how this approach has been used in practice. Empirical evidence from a survey with 18 organizations confirms the coverage of this set of BPM services and shows typical profiles for such BPM Centers of Excellence.

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Author information

Authors and Affiliations

  1. Information Systems School, Queensland University of Technology, Brisbane, QLD, Australia

    Michael Rosemann

Authors
  1. Michael Rosemann
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Correspondence to Michael Rosemann .

Editor information

Editors and Affiliations

  1. Institute of Information Systems, University of Liechtenstein, Vaduz, Liechtenstein

    Jan vom Brocke

  2. School of Information Systems, Queensland University of Technology, Brisbane, Queensland, Australia

    Michael Rosemann

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Rosemann, M. (2015). The Service Portfolio of a BPM Center of Excellence. In: vom Brocke, J., Rosemann, M. (eds) Handbook on Business Process Management 2. International Handbooks on Information Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-45103-4_16

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