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Unformatted text preview: 18 th Australasian Conference on Information Systems Success Factors of BPMS Implementation 5-7 Dec 2007, Toowoomba Ravesteyn Success Factors of Business Process Management Systems Implementation Pascal Ravesteyn Institute for Process Innovation University of Applied Science Utrecht Utrecht, the Netherlands Email: firstname.lastname@example.org Johan Versendaal Organisation & Information Utrecht University Utrecht, the Netherlands Email: email@example.com Abstract In this research (critical) success factors for Business Process Management Systems implementation are identified and qualitatively validated. Furthermore a list of critical success factors is constructed. Based on the identified factors a BPMS implementation approach is suggested. Future research consists of situationally considering the success factors in relation to phases in the implementation approach. Keywords Business Process Management Systems, Implementation, Critical Success Factors Business Process Management Systems Today, interest in Business Process Management (BPM) and Service Oriented Architecture (SOA) is rapidly rising. Many software development and consultancy firms sell and/or implement Business Process Management Systems (BPMS) that are based on the concepts of BPM and SOA (Smith & Fingar 2003, Hill 2006). Yet, most vendors and resellers largely seem to neglect the specific implementation aspects of BPMS, and instead use existing software development methodologies or project management principles during implementation. In many cases the implementation of a BPMS is regarded as yet another software development project, which is not fully true (Krafzig et al. 2005). Using software development methodologies such as the waterfall method, rapid application development (RAD) or Rational Unified Process (RUP) ignores the business side of a BPMS implementation such as process analysis, performance measurement and continuous (quality) improvement. At the same time, in professional journals and forums the discussion is mostly about what BPM and SOA concepts are and why organizations should start projects in this area, merely neglecting the how . How should a business process management system be implemented to realize business value? In this paper we identify (critical) success factors and implementation approaches for BPMS. Business Process Management Systems are based on developments in both the business and IT domain (Ravesteyn, 2007). The most important influences in BPMS from a management perspective are Total Quality Management (TQM) and Business Process Reengineering (BPR) (Deming 1982; Hammer & Champy 1993). We can also identify different types of information system concepts that have influenced BPMS as it is currently used, like Enterprise Resource Planning (ERP) systems, Workflow Management (WFM) systems, advanced planning systems and more. What once started as the automation of a companys internal processes has now become the digitisation of supply chains (Davis & Spekman 2003). One of the key contributors to this has been become the digitisation of supply chains (Davis & Spekman 2003)....
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This note was uploaded on 03/23/2011 for the course COMPUTER S DIT09M1-10 taught by Professor Saman during the Spring '10 term at Sheffield Hallam.
- Spring '10