The Four Challenges of Making Business Process Management a Reality

Michael Rosemann (), Jan vom Brocke () and Jan Mendling ()
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Michael Rosemann: Queensland University of Technology (QUT)
Jan vom Brocke: University of Münster
Jan Mendling: Humboldt-Universität zu Berlin

A chapter in Business Process Management Cases Vol. 3, 2025, pp 3-12 from Springer

Abstract: 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.

Date: 2025
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DOI: 10.1007/978-3-031-80793-0_1

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