為尋求成長與永續經營，企業不斷地透過各種方法來改善其生存條件並提高競爭優勢，自從Howard Smith 與Peter Fingar 發表的「Business Process Management: The Third Wave (2003)」掀起了商業流程管理(BPM)的熱潮後，在IT廠商的鼓吹下，許多企業紛紛地導入了各種的商業流程管理系統 (BPMS)，使得導入BPMS彷彿變成了推行BPM活動的同義詞，然而這樣的想法卻忽略了BPM在本質上乃是一種組織的變革，BPM專案要能成功，就必須要確實地掌握影響變革成敗的成功因素才是，因此本研究採取由組織變革的角度出發，透過對選擇案例進行深入訪談的方式，來探討企業在BPM活動的過程中，於各個階段所遭遇到之阻力與克服這些阻力之方法與成功因素，並將其歸納成為本研究之結論。
由本研究所推導出之BPM活動模型，結合了組織變革理論與BPM方法論，可以作為企業推動BPM活動之方法參考；而由訪談內容歸納所得之建議包括： 領導者的意志、高階主管的支持、領導者的權限、關鍵單位與IT單位的參與、先從明顯處著手的策略、有效的溝通、同時發展對策的評量方式、採取PROTOTYPING方法及具體的行動等，也是企業在推動BPM活動時，所必須瞭解且掌握之成功因素。

For growth and business continuity, the enterprise looks for various ways to improve its survival condition and competition advantage. Since Howard Smith and Peter Fingar published “Business Process Management: The Third Wave ”on 2003 and raised a fever of Business Process Management(BPM), because of IT vendor’s promotion, lots of companies implement diverse Business Process Management System and this implementation suddenly becomes the synonym of BPM activity.
But, this thinking neglects that the essence of BPM is actually an organization change, in order to make BPM project successful, it is necessary to control the factors and resistances that will affect BPM project’s success. So this research adopts a viewpoint form organization change and makes the conclusion through the unstructured interview with selected cases to discover the resistances and success factors during each steps of BPM project.
The derivative model of this research which combines organization change theory with BPM methodology can be adopted as a methodology reference for the enterprise which wants to start a BPM project, and the derivative conclusion from this research that includes: the leader’s will, the support from high level executive, the leader’s authority, the participation of key departments and IT department, the strategy of starting from obvious problem, effective communication, developing the solution with its evaluation method, adopting prototyping methodology and concrete action provides the suggestions for the enterprise to control the success factors of a BPM project.

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