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PurposeMigration from the traditional management model to the BPM (business process management) approach results in improved process performance. In order to promote BPM, it is necessary to have an organizational approach that defines the necessary tasks of the processes' project, day‐to‐day execution, and learning‐related tasks. In this aspect, there are difficulties and barriers to be confronted in a different way through organization. The purpose of this paper is to analyze the importance attributed to the tasks necessary for process management considering the way the management of these tasks and barriers found in order to change from functional management to process oriented management.Design/methodology/approachA case study was developed on two companies from the services sector. In‐depth interviews with managers from the companies studied were conducted.FindingsIt was identified that these companies found themselves at different levels of transition from the functional management process to process oriented management and that people and organizational cultures are presented in both organizations as the main barriers to changes within this management model.Research limitations/implicationsThis research is based on a broad bibliographical base in opposition to the limited capacity of empirical validation.Originality/valueThe paper describes an empirical case study which refers to BPM tasks and to the barriers that will be transposed in order to promote business process management. The research investigates which BPM tasks are executed and the importance of each task and even the barriers against changing the management.

Purpose
– Business process management (BPM) is an emerging research theme in management. BPM lifecycles are models that systematize the steps and activities that should be followed for conducting BPM projects. The theoretical and empirical studies present differences regarding the number of steps and activities that should be carried out for promoting BPM. Using the BPM lifecycle model of the Association of Business Process Management Professionals (ABPMP) – an entity that proposes a common body of knowledge on BPM, as a parameter, this paper conducts a literature review to investigate lifecycle models within the academic-scientific ambit, identify convergences and variations and analyze the alignment between business strategy and processes in BPM activities in these models. The purpose of this paper is to propose a framework that deals with alignment between strategy and business processes in an explicit manner.


Design/methodology/approach
– A literature review was conducted aimed at prospecting papers about the BPM lifecycle. For such, the Scopus, Google Schoolar and Science Direct databases were accessed. The selection process was structured in two steps: the first filtered studies based on a reading of the title, abstract and key words; the second step consisted of selecting papers based on a complete reading of those papers resulting from the first step and from the references they contained.


Findings
– Seven BPM lifecycle models were selected and analyzed. A comparison was presented between the model steps and the model proposed by ABPMP. The particularities of each model were identified and the study suggests an alignment of these models with the BPM lifecycle proposed by ABPMP, in particular with the analysis, design and modeling, implementation and monitoring and control steps. Four models do not include the planning step, whereas four others do not incorporate refining. The majority of models studied projects the automation of business processes. This study reinforces that ABPMP's BPM lifecycle is a reference model, observing that the activities in the other models studied are projected in it. However, it was observed that in the ABPMP model as well as the models studied, there is little emphasis on organization strategy and on defining process architecture. Thus, this study suggests the incorporation of activities proposed by Burlton (2010) as an additional instrument for the ABPMP BPM lifecycle model to align strategy to processes in BPM projects. For such, a framework was proposed that deals with alignment between strategy and business process in an explicit manner.


Originality/value
– This study presents a typology of BPM lifecycle models, with common characteristics and peculiarities, and it analyzes the alignment between processes and strategy in the models' activities. This study can assist professionals in the adoption of a model for implementing BPM projects and for continuous improvement.

Purpose
– This paper focuses on organizational change through the business process management approach. While "business process modeling" permits understanding process activities and their activities with other participants, "current reality tree (CRT)" technique promotes the identification of process constraints. The purpose of this study is to compare the results from applying both diagnostic techniques, process modeling, using the business process modeling notation, and root cause analysis, using the CRT.


Design/methodology/approach
– The comparison is made using a pre-experiment in which two teams conducted diagnoses concomitantly in the information technology management (ITM) process of one unit of the biggest and prestigious higher education institution (HEI) in Brazil.


Findings
– The modeling technique and the CRT should be considered complementary techniques, since applying one does not diminish or exclude the importance of using the other. Results were compared analyzing which dimensions of the process each technique highlighted: strategy, organization, activity/information and resources.


Research limitations/implications
– A possible limitation of this research is that the experiment was conducted in a single process and the result cannot be generalized to other processes.


Practical implications
– It may be noted that the main contribution of this study is the presentation of the steps of two techniques for process diagnosis. It is expected that with the reports on diagnoses outcomes, team's assessment and the perception of the managers presented here other improvement teams may use the results of this research as an inspiration to perform process diagnosis, and as basis for decision making to define which technique to use according to the specific needs of process improvement.


Originality/value
– The paper stands out the comparison of the technique application's outcomes. This study offers valuable insights to the organizations that are interested in restructuring their processes. It delineates many important benefits of such a diagnosis techniques. It also identifies possible pitfalls and recommends guidelines for the successful conduction of process diagnoses initiatives.