Referensi
       •   Fundamentals of Business Process Management, Marlon Dumas, Springer 
           book
       •   ABPMP Guide to the Business Process Management Common Body of 
           Knowledge, 
       •   Business analysis techniques, 72 Essential Tools for Success, James Cadle
       •   Berbagai situs web
    BPM Critical Success Factors
    BPM Critical Success Factors
           BPM Critical Success Factors
    2.6.1 Alignment of Strategy, Value Chain and Business Process
    Experience has shown that the most successful organizations implementing BPM pay
    particular attention to the alignment of business strategy, value-chain definitions, and
    business processes. BPM relies on key business strategies that set the primary
    direction of the enterprise, usually in terms of value propositions for goods and services
    delivered to customers. The business strategy then leads to enterprise and business
    unit goals as the basis for action plans and business tactics. These goals are often
    stated in terms of operational objectives and financial goals.
    2.6.2 Goals
    Business goals are most often an output of an organizations strategic planning efforts,
    and are typically decomposed to include functional goals which align an organizations
    functional areas to overall strategy. For example, sales, marketing, and financial goals
    would typically align with overall strategic goals and objectives. In a similar manor,
    process goals would align business processes with overall organization strategy.
                              BPM Critical Success Factors
         2.6.3 Executive Sponsorship/Governance
         Enterprises that are mature in their approach to BPM typically assign executive leadership responsibility to oversee 
         the performance of key processes. The performance of a process is measured with accountability falling under the 
         executive leadership and reported throughout the enterprise. In order to discover and manage key processes, it is 
         important to have organizational discipline to utilize methodologies
         to document, store, manage and continuously improve the business processes, particularly those that make up the 
         value chains. This would include governance mechanisms to support BPM with all its tools and institutionalized across 
         all functional areas in order to optimize the impact on value chain performance.
         2.6.4 Process Ownership
         Organizations who successfully implement BPM recognize that the role of a process owner is critical. A process owner 
         is responsible for the entire end-to-end process across functional departments. The success of this role depends on 
         the authority the individual has to control the budget and make decisions that effect the development, maintenance, 
         and improvement of the business process.
         2.6.5 Metrics, Measures and Monitoring
         To manage one must measure. Business process measurement and monitoring provides critical feedback on process 
         design, performance, and compliance. It is necessary to measure process performance in terms of a variety of possible 
         metrics related to how well the process meets its stated goals. Metrics may include sales
         growth, cost reduction or containment, cycle time, and customer satisfaction or retention.
         2.6.6 Institution Practices
         •     The effective attainment of these BPM success factors to create value for an enterprise
         •     and its customers is dependent upon both organizational practices and mastery of
         •     concepts and skills by individuals with accountability for managing business processes.