Process management is at present one of the most often implemented methods of management within organizations (Armistead, Pritchard & Machin, 1999), though it is not a new concept in and of itself. Its foundations have been set as far back as 60 years (Deming) or even perhaps 100 years ago in Taylor’s work (F.W. Taylor) (Deming, 1986). Traditional process management assumes that processes cannot be altered by process performers in the course of their performance (Gartner IT Glossary, 2016). Within the traditional model, the performance of processes is tied to the decisions of the management of a given organization, which are reflected in standard process models (often in the form of rules and regulations or procedures). But as numerous research demonstrates (Kemsley, 2009a; Pucher, 2010; Ukelson, 2010; HandySoft, 2012), traditional BPM is useful in 20% or perhaps 30% of processes of the organization.
