{"id":133,"date":"2010-02-10T14:21:43","date_gmt":"2010-02-10T12:21:43","guid":{"rendered":"http:\/\/www.processorientation.com\/?p=133"},"modified":"2012-04-05T22:14:15","modified_gmt":"2012-04-05T20:14:15","slug":"the-perceived-effects-of-business-process-management","status":"publish","type":"post","link":"http:\/\/www.processorientation.com\/?p=133","title":{"rendered":"The Perceived Effects of Business Process Management"},"content":{"rendered":"<p>This article is a brief summary of the paper \u201cThe Perceived Effects of Business Process Management\u201d by Kohlbacher M., presented at the IEEE International Conference in Toronto, September 26-27, 2009  (TIC-STH 2009).<\/p>\n<p>The paper empirically explores the outcomes of business process management by conducting interviews with a total of 44 process-oriented firms. Organizations were asked about the perceived benefits of business process management (BPM).<\/p>\n<p>The effects most often reported are:<\/p>\n<ul>\n<li>BPM leads to better transparency: 18 respondents (that is 40.91% of the total respondents) stated that by applying BPM, the organization and\/or business processes became more transparent and understandable. This leads to better identification of organizational problems and their causes.<\/li>\n<li>Nine respondents (that is 20.45%) reported that process-oriented organizational approach leads to clear responsibilities because of the process owner role terminating many unclarities caused by fragmented and\/or blurry accountability.<\/li>\n<li>Eight respondents (that is 18.18%) refer to the gained efficiency\/productivity due to BPM. Non value-adding activities are better identified and can be called into question.<\/li>\n<li>Seven respondents (that is 15.91%) reported that BPM brings clear structure and organizational interfaces.<\/li>\n<\/ul>\n<p>Other benefits reported include improvement of product quality, throughput time reduction, better customer orientation, etc.<\/p>\n<script type=\"text\/javascript\"><!--\ngoogle_ad_client = \"pub-7390698442281387\";\ngoogle_ad_slot = \"2682102731\";\ngoogle_ad_width = 468;\ngoogle_ad_height = 60;\n\/\/--><\/script>\n<script type=\"text\/javascript\" src=\"http:\/\/pagead2.googlesyndication.com\/pagead\/show_ads.js\"><\/script>\n\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>This article is a brief summary of the paper \u201cThe Perceived Effects of Business Process Management\u201d by Kohlbacher M., presented at the IEEE International Conference in Toronto, September 26-27, 2009 (TIC-STH 2009). The paper empirically explores the outcomes of business process management by conducting interviews with a total of 44 process-oriented firms. Organizations were asked &#8230;<\/p>\n<p><a href=\"http:\/\/www.processorientation.com\/?p=133\" class=\"more-link\">Continue reading &lsquo;The Perceived Effects of Business Process Management&rsquo; &raquo;<\/a><!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_mi_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_themeisle_gutenberg_block_has_review":false},"categories":[1],"tags":[34,36],"_links":{"self":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts\/133"}],"collection":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=133"}],"version-history":[{"count":9,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts\/133\/revisions"}],"predecessor-version":[{"id":723,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts\/133\/revisions\/723"}],"wp:attachment":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=133"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=133"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=133"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}