企業面對今日競爭較以往更加激烈，變動速度之快也屬空前的，企業一有風吹草動，客戶可能立即轉向競爭對手，相對的也時企業的經營雪上加霜，所以企業的商業流程，需要很即時的反應出市場的變化，作出立即處理方式及步驟，讓整個企業內各部門都能立即感受到，這股強烈的危機。
企業的商業流程改善，最終目標均要以客戶需求為依歸，任何流程的改善如對客戶沒有直接或間接的影響，此流程的改善均是多餘的，徒增浪費企業資源，對企業也是毫無幫助，現今IT技術的成熟，企業的商業流程可配合引進新的IT技術，協助企業改善流程作業，但企業中商業流程眾多，在企業資源有限的條件下，要如選擇其導入，將是一個重要的考量，否則將使導入失敗風險提高。
本研究首先介紹企業流程管理的觀念，其次介紹以科技技術所開發出BPM系統，接著選定十三個成功導入個案，從導入策略、流程選擇、選擇優先順序、關鍵成功因素，來找尋出初始導入BPM系統之模式。供企業初始導入之參考依據並提出一情境模擬方案。
本研究最後討論研究結果，並對未來研究提出建議，希望作為未來研究的參考。

Nowadays, corporate competition has become more intensive than ever, and the rapid transitions are unprecedented. Any rumor about an enterprise may prompt clients to turn to competitors. Relatively, corporate business management will be further deteriorated. So business process has to immediately reflect the variation of the market and react to the variation with proper measures and procedures instantly, so as to make every department of an enterprise be alert of the pending crisis.

The improvement of corporate business process is ultimately intended to satisfy client’s needs, and any improvement that has no direct or indirect impact on clients is considered as redundant, a waste of corporate resources, and unbeneficial to the enterprise. With the maturity of IT technologies, new IT technologies can also be introduced into corporate business management to assist in the improvement of business process operations. But as there are numerous business processes, on the condition of limited corporate resources, how to select and implement an appropriate one should be carefully considered; otherwise, the implementation may raise the risk of failure, instead.

This study first introduced the concept of business process management and the BPM system developed from technological techniques. Moreover, 13 cases of successful implementation were analyzed from the perspectives of implementation strategy, process selection, selection priority, and critical factors of success to investigate the initial model of implementing the BPM system. The result would serve as a reference of initial implementation for enterprises. Besides, a solution of context simulation was also proposed.

At last, discussions of the research results and suggestions for future studies were included, hopefully, as a reference for future studies.

中文部份
[1] 賴怡安，「2005年台灣2000大企業IT採購大調查」，iThome電腦報 201期，第28 ~ 30頁，民國九十四年。
[2] 黃玉峰，「如何有效執行軟體專案管理」，軟體產業通訊月刊 42期，民國九十年。
[3] 李芳齡譯，「資訊科技為何會失敗」，EMBA世界經理文摘 234期，第72 ~ 78 頁，民國九十五年。
[4] 李田樹譯，「從流程再出發」，EMBA世界經理文摘，民國八十九年。
[5] 瓊安•瑪格瑞塔，「商業模式何以事關重大?」，哈佛商業評論中文版，民國九十一年六月。
[6] 任凱、王佳煌合譯，「質性研究法-社會情境的觀察與分析」，學富文化事業有限公司，民國九十四年。
[7] 楊幼蘭譯，「改造企業」，牛頓出版社，民國八十三年。

英文部份
(1) Darylc. Plummer,Anne-Marie Roussel, “Gartner's Top Predictions for 2006 and Beyond”, Ganter. Inc, pp.3-17, November 2005.
(2) Laurent Lachal , ”What is business process management?”, Ovum LTP, September 2004.
(3) Anita M. McGahan.,”How Industries Change?”,Harvard Business Review, Vol.82,No.10,pp.86-94, October 2004.
(4) Michael Havey ,”Essential Business Process Modeling” , O’Reilly , 2005.