Abstract
When discussing Business Process Management (BPM), there is an obvious lack of clarity in the use of the term. A consequence of these varying interpretations is confusion among practitioners and an inability to compare and contrast experiences in a meaningful way. To date, there has been no clear articulation of the distinction between these interpretations and how this distinction is reflected in practice. The chapter provides a clear explanation of three interpretations and details how a large Australian transport provider has applied a BPM Capability Framework to guide its BPM Initiative that aims at being an approach to managing the organization.
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
Notes
- 1.
- 2.
The BPDA is co-author of this chapter.
- 3.
The core elements of this BPM capability framework are also presented by Rosemann and vom Brocke (2014).
- 4.
The Principal Researcher is co-author of this chapter.
References
Armistead C, Machin S (1997) Implications of business process management for operations management. Int J Oper Prod Manage, 17(9), 886–898
de Bruin T (2007) Insights into the Evolution of BPM in Organisations. In: 18th Australasian Conference on Information Systems. Toowoomba, Australia, 4–6 Dec 2007
de Bruin T, Rosemann M (2007) Identifying BPM capability areas using the delphi technique. In: 18th Australasian conference on information systems toowoomba, Australia, 4–6 Dec 2007
DeToro I, McCabe T (1997) How to stay flexible and elude fads. Qual Prog 30(3):55–60
Dumas M, van der Aalst WMP, ter Hofstede AHM (eds) (2005) Process aware information systems: bridging people and software through process technology. Wiley, Hoboken, NJ
Elzinga DJ, Horak T, Lee C-Y, Bruner C (1995) Business process management: survey and methodology. IEEE Trans Eng Manage 42(2):119–128
Garvin DA (1998) The process of organisation and management. Sloan Manage Rev 39(4):33–50
Gulledge TR Jr, Sommer RA (2002) Business process management: public sector implications. Bus Proc Manage J 8(4):364–376
Hammer M (2014) What is business process management? In: vom Brocke J, Rosemann M (eds) Handbook on business process management, vol 1, 2nd edn. Springer, Heidelberg, pp 3–16
Harmon P (2003) Business Process Architecture and the Process-Centric Company. http://www.buisnessprocesstrends.com
Harmon P (2014) The scope and evolution of business process management. In: vom Brocke J, Rosemann M (eds) Handbook on business process management, vol 1, 2nd edn. Springer, Heidelberg, pp 37–80
McDaniel T (2001) Ten pillars of business process management. eAI J, November, 30–34
Pritchard J-P, Armistead C (1999) Business process management – lessons from European business. Bus Proc Manage J 5(1):10–32
Rosemann M, de Bruin T (2004) Application of a holistic model for determining BPM. In: AIM Pre-ICIS workshop on process management and information systems, Washington DC, Dec 2004, pp 46–60
Rosemann M, de Bruin T (2005) Towards a business process management maturity model. In: 13th European conference on information systems. Regensburg, Germany, May 26–28
Rosemann M, vom Brocke J (2014) The six core elements of business process management. In: vom Brocke J, Rosemann M (eds) Handbook on business process management, vol 1, 2nd edn. Springer, Heidelberg, pp 105–122
Rosemann M, de Bruin T, Hueffner T (2004) A model for business process management maturity. In: 15th Australasian conference on information systems, Hobart, Dec 1–3
Rosemann M, de Bruin T, Power B (2006) A model to measure BPM maturity and improve performance. In: Business Process Management, Jeston J, Nelis J (eds) Butterworth-Heinemann 2006, Chapter 27
Sabherwal R, Hirschheim R, Goles T (2001) The dynamics of alignment: insights from a punctuated equilibrium model. Organ Sci 12(2):179–197
Zairi M (1997) Business process management: a boundaryless approach to modern competitiveness. Bus Proc Manage J 3(1):64–80
Acknowledgments
The authors wish to acknowledge the vital role of all contributors to the ongoing program of research that supports this chapter. This includes the associated researchers from QUT and the individuals from Company Q.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
de Bruin, T., Doebeli, G. (2015). An Organizational Approach to BPM: The Experience of an Australian Transport Provider. 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_31
Download citation
DOI: https://doi.org/10.1007/978-3-642-45103-4_31
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-45102-7
Online ISBN: 978-3-642-45103-4
eBook Packages: Business and EconomicsBusiness and Management (R0)