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The Four Challenges of Making Business Process Management a Reality

In: Business Process Management Cases Vol. 3

Author

Listed:
  • Michael Rosemann

    (Queensland University of Technology (QUT))

  • Jan vom Brocke

    (University of Münster)

  • Jan Mendling

    (Humboldt-Universität zu Berlin)

Abstract

Our collective understanding of Business Process Management has substantially matured since Michael Hammer, James Champy and Thomas Davenport initiated the global uptake of BPM three decades ago (Hammer & Champy, 1993; Davenport, 1993). Nowadays, we have advanced and validated frameworks such as process life cycle models, maturity models, modelling standards (e.g., BPMN 2.0), proven improvement approaches (e.g., lean management, six sigma), robust governance frameworks and detailed templates for role descriptions. Similarly, solutions for the modelling, analysis, execution or mining of business processes are available and the related literacy has grown rapidly among the world’s community of BPM professionals.

Suggested Citation

  • Michael Rosemann & Jan vom Brocke & Jan Mendling, 2025. "The Four Challenges of Making Business Process Management a Reality," Springer Books, in: Jan vom Brocke & Jan Mendling & Michael Rosemann (ed.), Business Process Management Cases Vol. 3, pages 3-12, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-80793-0_1
    DOI: 10.1007/978-3-031-80793-0_1
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