|Title:||The key factors to business process management project success||Language:||English||Authors:||Danilović, Slobodan||Qualification level:||Diploma||Advisor:||Matyas, Kurt||Issue Date:||2008||Number of Pages:||122||Qualification level:||Diploma||Abstract:||
2008 has already proven to be year filled with uncertainty, due to macroeconomic trends and business cycle factors that are not likely to change any time soon. We are in an environment today where every investment requires a bullet-proof business and a clear path to immediate cost-cutting. Business Process Management (BPM) and Workflow have traditionally been favoured at moments such as these, due in large part to the relatively low technology and resource investment required to realize significant gains in process efficiency, productivity, control, and business agility. Yet although interest is widespread, the need to build a compelling business case is as important with BPM as with any other business investment. What we are seeing today is the new business value imperative; the need to demonstrate value growth and cost reductions with every current initiative, as well as a new opportunity to realize these through the strategic embrace of business process management. As the stated in the famous mantra of Taylorism, "you can't improve what you can't measure." This has never been truer for BPM investments. Both the availability of rich performance metrics and the growing focus on measurable success mean that, for any successful BPM project in 2008, there must be clearly defined success criteria. This is not only necessary for the final implementation, but it is also critical to accurate validation of the process and to gaining buy-in from stakeholders and project sponsors. In this thesis, the BPM Project success is examined and analysed, based on a case studies and personal experience. The results presented here are focused on critical success factors identified from the literature. The main goal of this thesis is to define some of the key issues in BPM Projects, and then develop and suggest a BPM Project delivery framework according to Critical Success Factors (CSF) Approach. It is intended to be used as a tool to help BPM Consultants and Managers in whole Life Cycle of BPM Project: Initialization, Implementation, Rollout and Measurement & Feedback phase.
|Library ID:||AC07552751||Organisation:||E017 - Weiterbildungszentrum der TU Wien||Publication Type:||Thesis
|Appears in Collections:||Thesis|
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checked on Feb 18, 2021
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