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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.

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The Four Challenges of Making Business Process Management a Reality

  • 章节

  • 发表日期：

    2025年

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  • Michael Rosemann,
  • Jan vom Brocke,
  • Jan Mendling

摘要

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.