Abstract
In today’s society, work environment and customers’ expectations change on a daily basis. Consequently, it is crucial for the modern enterprise to find a way to adapt itself to new requirements.
After more than 25 years of existence, business process management (BPM) has become the de facto standard in eliminating historically grown and chaotic business procedures by organizing them in a structured, transparent, and standardized way. The growth in acceptance of BPM has been supported by a wide range of tools such as BPM suites, which are entering the plateau of productivity on the Gartner Hype Cycle. This, in turn, will increase the widespread adoption of BPM and lift the BPM maturity in organizations. However, with increasing maturity, organizations face the next challenge. How can they manage the entire set of processes, improve them as a whole, or decide on which processes their limited resources should be deployed?
Business process portfolio management (BPPM) is the solution as well as the concept that should be applied.
Business Process Portfolio Management Lifecycle.
Change Risk and Variation Factor Type.
Relationship between BPPM Lifecycle and the Project Management Lifecycle of process portfolio improvement projects.