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Business Process Management Governance

In: Handbook on Business Process Management 2

Author

Listed:
  • Andrew Spanyi

    (Spanyi International Inc.)

Abstract

Most executives, if not all, are concerned about improving operational performance. While this may be obvious, what is not nearly as apparent is precisely how the most successful firms are able to sustain and optimize operational performance improvements. Whereas most firms are becoming increasingly adept at executing improvements to their operations in projects of small scope, many firms continue to struggle when it comes to projects of larger scope requiring broad cross-functional collaboration. More importantly, they often do not put in place the subtle, yet critical, elements of BPM governance, including the refinements to organization structure, executive roles and responsibilities, and measurement discipline that are needed to sustain and optimize operational performance improvements. This chapter examines the management practices of BPM governance that enable achieving sustainable, consistent, and flawless execution.

Suggested Citation

  • Andrew Spanyi, 2010. "Business Process Management Governance," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 223-238, Springer.
    • Handle: RePEc:spr:ihichp:978-3-642-01982-1_11
    DOI: 10.1007/978-3-642-01982-1_11
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    Cited by:

    1. Jurczuk Arkadiusz, 2021. "Barriers to implementation of business process governance mechanisms," Engineering Management in Production and Services, Sciendo, vol. 13(4), pages 22-38, December.
    2. Rahimi, Fatemeh & Møller, Charles & Hvam, Lars, 2016. "Business process management and IT management: The missing integration," International Journal of Information Management, Elsevier, vol. 36(1), pages 142-154.
    3. Farnoosh Bagheri & Rassoul Noorossana & Manoochehr Najmi, 2019. "The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study," Operational Research, Springer, vol. 19(1), pages 237-267, March.

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