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See discussions, stats, and author profiles for this publication at: The Six Core Elements of Business Process Management Chapter · May 2010 DOI: 10.1007/978-3-642-00416-2_5 CITATIONS 332 READS 26,823 2 authors: Some of the authors of this publication are also working on these related projects: What's Really Different about Digital Innovation Initiatives? View project Business Process Managemnt View project Michael Rosemann Queensland University of Technology 357 PUBLICATIONS 10,833 CITATIONS SEE PROFILE Jan vom Brocke University of Liechtenstein 463 PUBLICATIONS 6,358 CITATIONS SEE PROFILE All content following this page was uploaded by Michael Rosemann on 27 March 2014. The user has requested enhancement of the downloaded file.
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The Six Core Elements of Business Process Management Michael Rosemann and Jan vom Brocke Abstract The previous chapters gave an insightful introduction into the various facets of Business Process Management. We now share a rich understanding of the essential ideas behind designing and managing processes for organizational pur- poses. We have also learned about the various streams of research and development that have influenced contemporary BPM. As a matter of fact, BPM has become a holistic management discipline. As such, it requires that a plethora of facets needs to be addressed for its successful und sustainable application. This chapter provides a framework that consolidates and structures the essential factors that constitute BPM as a whole. Drawing from research in the field of maturity models, we suggest six core elements of BPM: strategic alignment, governance, methods, information technology, people, and culture. These six elements serve as the structure for this BPM Handbook. 1 Why Looking for BPM Core Elements? A recent global study by Gartner confirmed the significance of BPM with the top issue for CIOs identified for the sixth year in a row being the improvement of business processes (Gartner 2010 ). While such an interest in BPM is beneficial for professionals in this field, it also increases the expectations and the pressure to deliver on the promises of the process-centered organization. This context demands a sound understanding of how to approach BPM and a framework that decomposes the complexity of a holistic approach such as Business Process Management. A framework highlighting essential building blocks of BPM can particularly serve the following purposes: M. Rosemann ( * ) Information Systems Discipline, Faculty of Science and Technology, Queensland University of Technology, Brisbane, Australia e-mail: [email protected] J. vom Brocke and M. Rosemann (eds.), Handbook on Business Process Management 1 , International Handbooks on Information Systems, DOI 10.1007/978-3-642-00416-2_5, # Springer-Verlag Berlin Heidelberg 2010 107
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l Project and Program Management : How can all relevant issues within a BPM approach be safeguarded? When implementing a BPM initiative, either as a project or as a program, is it essential to individually adjust the scope and have different BPM flavors in different areas of the organization? What competencies
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