Abstract
There is a growing agreement in academia as well as in practice that business process management (BPM) has become the management discipline for the systematic execution of business strategy. As any other management discipline, it is implemented through a business process itself, the process of process management. Many components of this process of process management are supported through digital technologies. However, there are critical gaps in the digitalization of the BPM process and existing digital components are often not sufficiently integrated. As a result, organizations do not realize the full potential of a BPM-Discipline. This issue is addressed through the BPM-D Application. A key digitalization gap is the transfer of the strategy of an organization into the appropriate portfolio of process improvement initiatives. For top executives this means that they have to be able to take fast well-informed decisions based on strategic priorities. The operational managers need to drive aligned execution activities. This paper discusses an approach towards a process-driven and value-focused portfolio management to create project portfolios that reflect the priorities of the business strategy, combined with a systematic approach to value realization, during a project and especially after project conclusion. As a result, top executive and operational management views are aligned towards the desired outcome. This paper shows how the presented approach is enabled through the BPM-D Application which represents another step towards digital BPM.
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Kirchmer, M., Franz, P., Gusain, R. (2018). From Strategy to Process Improvement Portfolios and Value Realization. In: Shishkov, B. (eds) Business Modeling and Software Design. BMSD 2018. Lecture Notes in Business Information Processing, vol 319. Springer, Cham. https://doi.org/10.1007/978-3-319-94214-8_3
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DOI: https://doi.org/10.1007/978-3-319-94214-8_3
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