Identifying Best Practices in Business Process Management Using Fuzzy Analytical Hierarchy Process

  • Nazli Shahim
  • Charles Møller
Conference paper
Part of the Lecture Notes in Business Information Processing book series (LNBIP, volume 194)


To implement Business Process Management several best practices can be distinguished. This paper provides an overview of the best practices that can support BPM practitioners to develop business process maturity. Various common BPM practices are derived from a literature survey and interviews with process architects. Practices are assessed through questionnaires and final best practices selected through Fuzzy Analytical Hierarchical Process are presented. The study has been carried out among process architects in 3 large telecommunication companies in Denmark. Although every organization has different needs, the best practices identified in this paper are believed to have a wide applicability across various telecommunication organizations. The overall conclusion is that the framework is indeed helpful in supporting BPM application improvement and can be put in practice by the BPM practitioner community.


Business Process Management Best Practices Fuzzy AHP 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Lee, R., Dale, B.: Business process management: a review and evaluation. Business Process Management Journal, 214–225 (1998)Google Scholar
  2. 2.
    Frei, F.X., et al.: Process variation as a determinant of bank performance: evidence from the retail banking study. Management Science 45(9), 1210–1220 (1999)CrossRefGoogle Scholar
  3. 3.
    Lockamy III, A., McCormack, K.: The development of a supply chain management process maturity model using the concepts of business process orientation. Supply Chain Management: An International Journal 9(4), 272–278 (2004)CrossRefGoogle Scholar
  4. 4.
    Bosilj-Vukšic, V., Indihar-Štemberger, M.: The impact of business process orientation on financial and non-financial performance. Business Process Management Journal 14(5), 738–754 (2008)CrossRefGoogle Scholar
  5. 5.
    Hammer, M., Champy, J.: Reengineering the Corporation: Manifesto for Business Revolution, A. Harper Collins e-books (2009)Google Scholar
  6. 6.
    Motwani, J., Kumar, A., Antony, J.: A business process change framework for examining the implementation of Six Sigma: a case study of Dow Chemicals. The TQM Magazine 16(4), 273–283 (2004)CrossRefGoogle Scholar
  7. 7.
    Bach, N., Biemann, T.: Geschäftsprozessmanagement in Deutschland. Geschäftsprozessmanagement inside, pp. 1–27 (2004)Google Scholar
  8. 8.
    Forsberg, T., Nilsson, L., Antoni, M.: Process orientation: the Swedish experience. Total Quality Management 10(4-5), 540–547 (1999)CrossRefGoogle Scholar
  9. 9.
    Frei, F.X., Harker, P.T.: Measuring aggregate process performance using AHP. European Journal of Operational Research 116(2), 436–442 (1999)CrossRefGoogle Scholar
  10. 10.
    Zairi, M.: Business process management: a boundaryless approach to modern competitiveness. Business Process Management Journal 3(1), 64–80 (1997)CrossRefGoogle Scholar
  11. 11.
    Johnson, M., Gustafsson, A.: Improving customer satisfaction, loyalty and profit: An integrated measurement and management system. Wiley. com (2006)Google Scholar
  12. 12.
    DeToro, I., McCabe, T.: How to Stay Flexible and Elude Fads: With business process management, organizations will avoid total allegiance to one approach. Quality Progress 30, 55–62 (1997)Google Scholar
  13. 13.
    Silvestro, R., Westley, C.: Challenging the paradigm of the process enterprise: a case-study analysis of BPR implementation. Omega 30(3), 215–225 (2002)CrossRefGoogle Scholar
  14. 14.
    Rosemann, M., de Bruin, T.: Towards a Business Process Management Maturity Model. In: ECIS (2005)Google Scholar
  15. 15.
    De Bruin, T.: Business process management: theory on progression and maturity (2009)Google Scholar
  16. 16.
    Jeston, J., Nelis, J.: Business process management. Routledge (2014)Google Scholar
  17. 17.
    McCaffrey, J.: Test Run-The analytic hierarchy process. MSDN Magazine, 139–146 (2005)Google Scholar
  18. 18.
    Toro, I.D., McCabe, T.: How to stay flexible and elude fads. Quality Progress 30(3), 55–62 (1997)Google Scholar
  19. 19.
    Pritchard, J.-P., Armistead, C.: Business process management–lessons from European business. Business Process Management Journal 5(1), 10–35 (1999)CrossRefGoogle Scholar
  20. 20.
    Spanyi, A.: Business Process Management (BPM) is a Team Sport: Play it to Win. Meghan Kiffer Pr (2003)Google Scholar
  21. 21.
    Vom Brocke, J., Rosemann, M.: Handbook on business process management 1. Springer (2010)Google Scholar
  22. 22.
    Trkman, P.: The critical success factors of business process management. International Journal of Information Management 30(2), 125–134 (2010)CrossRefGoogle Scholar
  23. 23.
    Žabjek, D., Kovacic, A., Štemberger, M.I.: The influence of business process management and some other CSFs on successful ERP implementation. Business Process Management Journal 15(4), 588–608 (2009)CrossRefGoogle Scholar
  24. 24.
    Attaran, M.: Exploring the relationship between information technology and business process reengineering. Information & Management 41(5), 585–596 (2004)CrossRefGoogle Scholar
  25. 25.
    Burlton, R.: Delivering business strategy through process management. In: Handbook on Business Process Management 2, pp. 5–37. Springer (2010)Google Scholar
  26. 26.
    Ravesteyn, P., Batenburg, R.: Cultural differences in implementing business process management systems (2010)Google Scholar
  27. 27.
    Rosemann, M., vom Brocke, J.: The six core elements of business process management. In: Handbook on Business Process Management 1, pp. 107–122. Springer (2010)Google Scholar
  28. 28.
    Ngai, E.W., Law, C.C., Wat, F.K.: Examining the critical success factors in the adoption of enterprise resource planning. Computers in Industry 59(6), 548–564 (2008)CrossRefGoogle Scholar
  29. 29.
    Drew, S.A.: From knowledge to action: the impact of benchmarking on organizational performance. Long Range Planning 30(3), 325–441 (1997)CrossRefGoogle Scholar
  30. 30.
    Zahedi, F.: The analytic hierarchy process—a survey of the method and its applications. Interfaces 16(4), 96–108 (1986)CrossRefGoogle Scholar
  31. 31.
    Saaty, T.L.: Decision-making with the AHP: Why is the principal eigenvector necessary. European Journal of Operational Research 145(1), 85–91 (2003)CrossRefGoogle Scholar
  32. 32.
    Özdağoğlu, A., Özdağoğlu, G.: Comparison of AHP and fuzzy AHP for the multi-criteria decision making processes with linguistic evaluations. İstanbul Ticaret Üniversitesi Fen Bilimleri Dergisi 6(11), 65–85 (2007)Google Scholar
  33. 33.
    Kwong, C., Bai, H.: Determining the importance weights for the customer requirements in QFD using a fuzzy AHP with an extent analysis approach. Iie Transactions 35(7), 619–626 (2003)CrossRefGoogle Scholar
  34. 34.
    Buckley, R.: Distinguishing the effects of area and habitat type on island plant species richness by separating floristic elements and substrate types and controlling for island isolation. Journal of Biogeography, 527–535 (1985)Google Scholar
  35. 35.
    Chang, D.-Y.: Applications of the extent analysis method on fuzzy AHP. European Journal of Operational Research 95(3), 649–655 (1996)CrossRefGoogle Scholar
  36. 36.
    Csutora, R., Buckley, J.J.: Fuzzy hierarchical analysis: the Lambda-Max method. Fuzzy Sets and Systems 120(2), 181–195 (2001)CrossRefGoogle Scholar
  37. 37.
    Wang, Y.-M., Elhag, T.: Fuzzy TOPSIS method based on alpha level sets with an application to bridge risk assessment. Expert Systems with Applications 31(2), 309–319 (2006)CrossRefGoogle Scholar
  38. 38.
    Calabrese, A., Costa, R., Menichini, T.: Using Fuzzy AHP to manage Intellectual Capital assets: An application to the ICT service industry. Expert Systems with Applications (2012)Google Scholar
  39. 39.
    Reijers, H.A., Liman Mansar, S.: Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega 33(4), 283–306 (2005)CrossRefGoogle Scholar
  40. 40.
    Mansar, S.L., Reijers, H.A.: Best practices in business process redesign: use and impact. Business Process Management Journal 13(2), 193–213 (2007)CrossRefGoogle Scholar
  41. 41.
    Forman, E.H., Gass, S.I.: The analytic hierarchy process-an exposition. Operations Research 49(4), 469–486 (2001)CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2014

Authors and Affiliations

  • Nazli Shahim
    • 1
  • Charles Møller
    • 1
  1. 1.Center for Industrial Production, Department of Business and ManagementAalborg UniversityDenmark

Personalised recommendations