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Export Reference (APA) 
Takagi, N., Trigo, A. & Varajão, J. (N/A). Driving success: Factors in public sector BPM projects. Knowledge and Process Management. N/A
Export Reference (IEEE) 
N. Takagi et al.,  "Driving success: Factors in public sector BPM projects", in Knowledge and Process Management, vol. N/A, N/A
Export BibTeX 
@article{takagiN/A_1771865264884,
	author = "Takagi, N. and Trigo, A. and Varajão, J.",
	title = "Driving success: Factors in public sector BPM projects",
	journal = "Knowledge and Process Management",
	year = "N/A",
	volume = "N/A",
	number = "",
	doi = "10.1002/kpm.70036",
	url = "https://onlinelibrary.wiley.com/journal/10991441"
}
Export RIS 
TY  - JOUR
TI  - Driving success: Factors in public sector BPM projects
T2  - Knowledge and Process Management
VL  - N/A
AU  - Takagi, N.
AU  - Trigo, A.
AU  - Varajão, J.
PY  - N/A
SN  - 1092-4604
DO  - 10.1002/kpm.70036
UR  - https://onlinelibrary.wiley.com/journal/10991441
AB  - Despite the growing adoption of Business Process Management (BPM) in public administration, little is known about which factors drive BPM project success in countries like Brazil, where bureaucratic processes, heterogeneous legacy systems, and political instability create unique implementation challenges. Existing studies identify generic BPM and Information Technology (IT) success factors, yet no research has systematically examined success factors within public-sector BPM projects, leaving a critical contextual gap. This study addresses it through an action research project conducted at a large Brazilian national public institution. Across a ten-month Government-to-Government initiative, 22 semi-structured interviews were conducted and analyzed at each project cycle, allowing success factors to be identified, followed, updated, and validated by both the project team and the client. Results confirm several factors known in the literature while revealing new factors, including analysis of information systems and legacy mappings, project manager authority and influence, client systemic understanding, and an open-minded environment for change. A comparative analysis shows divergence in how stakeholders value these factors: the implementation team identifies more technical and managerial elements, while the client emphasizes prioritization and internal constraints. The study advances theory by contextualizing BPM success factors for the public sector. It offers practical guidance to strengthen governance, stakeholder engagement, and continuity of BPM initiatives in politically dynamic public organizations.
ER  -