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Archive of posts tagged BPM office

Survey on Process Management: BPM Office

How many firms do have a so-called BPM office in place which coordinates and integrates process projects? This article discusses this question which was investigated by the process management survey. Survey details (research design, sample, etc.) can be found here.

A business process management office, often also referred to as process office (Fischermanns, 2006) or business process management group (Harmon, 2007), coordinates and integrates process projects in the organization. 46% of the surveyed firms state that they have implemented a BPM office. However, 34% of the firms state that a BPM office doesn’t exist in their organization.

The organization has implemented an instance coordinating and integrating projects dealing with business process management.

The organization has implemented an instance coordinating and integrating projects dealing with business process management.

The item “The organization has implemented an instance coordinating and integrating projects dealing with business process management” was rated by the firms in the sample as follows:

  • 34,00%: Disagree
  • 20,00%: Neither agree nor disagree
  • 46,00%: Agree

Main Characteristics of a Process-Oriented Organization

According to (Hammer, 2007; Harmon, 2007; Hinterhuber, 1995; Melan, 1989; Reijers, 2006), an organization which has adopted the process-view exhibits the following characteristics:

First, a prerequisite for managing an organization based on its processes is to know which business processes are performed within the organization and how they are related to each other. Hence, a process-oriented firm explicitly designs and documents its business processes.

Second, management needs to support the process program. Without the support of senior executives, the process idea cannot unfold its full potential.

Third, the existence of process owners is the most visible difference between a process enterprise and a traditional organization. A business process needs to have a manager who has end to end responsibility of the process.

Fourth, a process-oriented organization comprehensively applies the concept of process performance measurement. By focusing measurement on processes rather than functions, alignment and common focus across separate organizational units can be achieved. Implementing measures and taking corrective actions are operating precepts of process management.

Finally, there are other characteristics a process-oriented organization exhibits, including a process-oriented corporate culture (e.g. teamwork, readiness to change, and customer focus), IT systems which seamlessly support business processes, a process-oriented organizational structure, people and expertise (e.g. existence of process redesign and change management experts), process-oriented HR systems (e.g. existence of an incentive system emphasizing the process’ needs) and the existence of a BPM office coordinating and integrating process projects.

Further information on the characteristics of process orientation can be found in this blog post: The Components of Business Process Management.

Information on which process management components are important for improving firm performance can be found here: The Effects of Process-Oriented Organizational Design on Firm Performance.