Managing success criteria and success factors in a BPM project: an approach using PRINCE2 and Success Management on the public sector

Figures & data

Figure 1. Phases of BPM life cycle. Based on ABPMP (2019).

Figure 2. Success Management process. Source Varajão (2018).

Figure 3. PRINCE2 processes. Based on AXELOS (2017).

Figure 4. Research method. Based on Baskerville (1999) and Sein et al. (2011).

Figure 5. Integrated model between PRINCE2 (AXELOS, 2017) and Success Management (Varajão, 2018).

Figure 6. Relative importance of the success criteria during the project lifecycle.

Figure 7. Relative importance of the success factors during the project lifecycle.

Table 1. PRINCE2 themes and success factors related.

PRINCE2 themes	Success factor	Rank
		General	Theme
Business case	Realistic and clear goals	7	1
	Alignment of the project with the goals of the federal public administration	30	2
	Aligning projects with organizational programs	35	3
Organization	Commitment and engagement of the client with the project	1	1
	Commitment/motivation of the project team with the project’s objectives	2	2
	Top management support	3	3
	Project team with expertise in the areas required for the project (problem-solving capacity)	4	4
	Administrative, human and technical competence of the project manager	5	5
	Good relationship between the team, the project manager and the client	6	6
	Defining a project team with the appropriate size and organizational structure	9	7
	Commitment of the project manager to the goals of the project	11	8
	Authority, influence and power appropriate to the project manager	14	9
	Project team time availability	18	10
	Clear definition of the roles of the project team	19	11
	Create an atmosphere that encourages healthy relationships	21	12
	Encourage transparency and honesty from the beginning of the project for all stakeholders	24	13
	Establish an adequate support structure to ensure problem-solving	25	14
	Appropriate division of tasks with the project team	27	15
	Suitable knowledge about the business processes (client)	29	16
	Be concerned with the client’s time availability for the project (avoid waste)	36	17
Quality	Clearly established specifications and design (scope)	16	1
Plans	Choice of the right tools to manage the project and develop the product	12	1
	Detailed and realistic project schedule	13	2
	Project effort planning	17	3
	Development of a communication channel between top management and project manager	20	4
	Prior analysis of existing or previous products	32	5
Risk	Develop backup strategies and systems anticipating possible problems (risk management)	8	1
	Improve the project’s image with stakeholders	15	2
	Increased client operational demand, which may decrease the availability of the project	28	3
	Good risk and incident management	33	4
Change	Client organizational environment open to change	22	1
	Change in client priority during the project	26	2
	Agility in the change management process defined with the client/committee	34	3
Progress	Periodic understanding of the importance of budget, schedule and the achievement of technical objectives	10	1
	Status reporting and periodic checkpoints with the client	23	2
	Monitoring indicators to assess if the goals and objectives are being met	31	3

ABPMP. (2019). BPM CBOK (Guide to the business process management body of knowledge) (4th ed.). Association of Business Process Management Professionals.

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Varajão, J. (2018). A new process for success management bringing order to a typically ad-hoc area. Journal of Modern Project Management, 5(3), 92–99. https://doi.org/10.19255/jmpm309

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AXELOS. (2017). Managing successful projects with PRINCE2 (6th ed.). The Stationery Office.

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Baskerville, R. L. (1999). Investigating information systems with action research. Communications of the Association for Information Systems, 2(19), 2–32. https://doi.org/10.17705/1CAIS.00219

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Sein, M., Henfridsson, O., Purao, S., Rossi, M., & Lindgren, R. (2011). Action design research. MIS Quarterly, 35(1), 37–56. https://doi.org/10.2307/23043488

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