Process Implementation

Anna Kosieradzka () and Katarzyna Rostek ()
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Anna Kosieradzka: Warsaw University of Technology
Katarzyna Rostek: Warsaw University of Technology

Chapter Chapter 4 in Process Management and Organizational Process Maturity, 2021, pp 95-126 from Springer

Abstract: Abstract Implementation of new or redesign of existing processes is the executive consequence of the planning and design stage. As in the case of any project, also here the key success factors include: the implementation team, implementation methodology, availability of resources necessary for the introduction and performance of processes, support from the managerial staff, as well as adequate preparation for and acceptance of the changes by process operators. Similarly to the context of the modeling stage, specific differences can also be identified in terms of implementation in economic and non-economic organizations, albeit in this case they stem primarily from the extent to which the process approach has been consolidated in respective organizations, and said organizations’ preparedness for the implementation of complex projects. The aim of the chapter is to identify such differences and highlight those most important in the discussed context.

Keywords: Implementation method; Implementation strategy; Implementation model; Success factors (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-66800-6_4

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DOI: 10.1007/978-3-030-66800-6_4

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