Factors and measures of business process modelling: model building through a multiple case study
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Factors and measures of business process modelling: model building through a multiple case study Wasana Bandara1, Guy G Gable1 and Michael Rosemann1 1
School of Information Systems, Queensland University of Technology, Brisbane, Queensland, Australia Correspondence: Wasana Bandara, School of Information Systems, Queensland University of Technology, Brisbane, Queensland 4001, Australia. Tel: þ 61 7 3864 1919; Fax: þ 61 7 3864 1969; E-mail: [email protected]
Abstract Business process modelling has gained widespread acceptance as a valuable design and management technique for a variety of purposes. While there has been much research on process modelling techniques and corresponding tools, there has been little empirical research into the success factors of effective process modelling, and the post hoc evaluation of process modelling success. This paper reports on the first attempt to identify process modelling success factors and measures, as empirically evidenced in case studies of nine process modelling projects in three leading Australian organizations. European Journal of Information Systems (2005) 14, 347–360. doi:10.1057/palgrave.ejis.3000546 Keywords: business process modelling; success factors; success measures; case study method
Introduction
Received: 3 February 2005 Revised: 22 May 2005 Accepted: 30 August 2005
Process modelling is an approach for visually depicting how businesses conduct their operations: defining and depicting entities, activities, enablers and the relationships between them (Curtis et al., 1992; Gill, 1999, p 5). It is widely used within organizations as a method to increase awareness and knowledge of business processes, and to deconstruct organizational complexity (Davenport, 1993; Hammer & Champy, 1993; Smith & Fingar, 2003). In this study, the term ‘Business Process Modelling’ encompasses all graphical representations of business processes, and related elements such as data, resources, etc., as employed for diverse purposes including process documentation, process improvement, compliance, software implementation or quality certification, among others. Flowcharting and process mapping have been around since F.W. Taylor and the dawn of Taylorism. Today more commonly referred to as process ‘modelling’, this approach is claimed to be more disciplined, standardized, consistent, mature and scientific (i.e., Scheer, 2000), and increasingly focused on the modelling of business processes. Business process modelling initiatives have grown in size and complexity, with some organizations conducting process modelling enterprise-wide, even globally (i.e., Gulla & Brasethvikt, 2000; Forsberg et al., 2000; Scheer et al., 2003; Becker et al., 2005). Concomitantly, the related investment in process modelling tools, methodologies, training and the modelling activity has for these organizations become large enough to attract scrutiny. The success or not of process modelling has become a critical concern, as its consequences can often be substantial, resulting in the implementation of new processes,
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