Critical Success Factors for Business Process Management

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Every management requires an organizational working that results in smoother and effective organizational processes. Business Process Management (BPM) is an organized approach that makes an organizational working process efficient and adaptive to the current changing environment. BPM methodology includes achievement of all the managerial functions including, planning, organizing, recruiting, and monitoring individuals; and retaining a working environment so that these individuals efficiently achieve their predetermined managerial goals (Al-Mashari & Zairi, 1999).

There are certain critical factors to keep into consideration for making the BPM a success in any organization. These critical success factors (CSF’s) for BPM range from a variety of different ways; such as culture, leadership, working methodology, project management, people, performance measurement, information technology, communication, strategic alliance etc. (Wasana et al, 2009). However, only few will be discussed in this assignment.

The role of Effective Leadership has been identified as one of the most intangible (CSF’s) of BPM. This is because with the changing times, better working methodologies and advanced processes have become important to be adapted and implemented. However, it has been found that, most organizations have failed to integrate and implement the change management. This leads to the fact that leadership capabilities were not found or there were obstacles in leadership while implementing change programs (Long, 2011). For BPM to become successful it is vital that the leadership role should not be overlooked as it is behind driving, monitoring and supervising all the business process activities. Senior management is responsible for leadership management, and they should actively participate in setting BPM objectives, where all the stakeholders should be considered. Also, they should actively participate in each step of designing and implementation of any process in the business cycle, which would eventually lead towards the success of BPM (Ohtonen & Lianema 2011).

Another most important CSF of BPM is Strategic Alignment. For the long- term success of any organization, it is vital for the organizational strategy to be in association with the BPM. This strategic link between a company’s strategy and its operational methodology is important; as it makes it easier to understand the complete strategic framework of BPM. Correspondingly, it helps in maximizing the output and brings an improvement in the overall organizational performance. It is also identified that lack of alignment between the organizational strategy and BPM results happens to be one of the core reasons for the failure of many businesses (Paper & Rodger, 2001).

The employees of an organization i.e. its Human Resources are yet another most crucial CSF for BPM. Every individual and group of people in the organization is a part of it and thus plays a very important role in the success of BPM, as the process is being conducted by them only. If people are not capable enough or are not encouraged adequately to comply with the BPM, then there is some resistance towards the complete process and eventually failure of the BPM program (Rouse, 2011). An organization needs to invest monetarily into trainings and development of its employees, which is highly identified to be a necessity for successful implementation of BPM (Spanyi, 2010). Likewise, the management needs to encourage employees by empowering them, involve in the decision making process, consider their view- points, and reduce insecurity of authority or job losing (Trkman, 2010). Therefore, if the people of an organization accept their roles and activities in the organization, and incline towards working along with the process, then it would ultimately lead to the success of BPM (Ultimos, 2011).

This essay is a small piece of accumulated info about CSF’s of BPM, and still there is a great deal of important stuff missing. Beside the three factors discussed, communication is also another most important aspect that should not be overlooked. However, the success of BMP lies in the fact that, it constantly meets all the predetermined goals; and if these goals are established keeping in view the strategic framework, then it will eventually help the organization in achieving a long -term success.

There are many organizations that are misguided by believing that adoption of BMP will contribute in the achievement of any operational goal only, which is not true. It needs to be cleared that the success of BPM can be very complex as the factors leading it towards success can vary according to the projects scope and specifics (Long, 2011). Therefore, all the CSF should be considered critically for a successful business.

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