Business process management (BPM) is one of the effective performance management methodologies used in managing process-oriented organizations. BPM was adopted by many organizations and impressive results were achieved. However, BPM still in its infancy and many issues yet to be resolved. Having a unified list of the BPM critical success factors (CSFs) and BPM principles considered one of the important research areas. The literature review showed that despite the majority of BPM principles and CSFs are the same or there are minor differences between them, different terminologies were used to describe them. The literature review showed also that the methodologies used for BPM implementation were either very old, it does not cover the human interaction with BPM systems (BPMS), or it describes BPM methodology partially. Therefore, the main objectives of this research are building insights about BPM’s most recent developments, unifying BPM principles and CSFs and proposing a comprehensive BPM. The literature was analyzed to extract BPM’s developments. Moreover, the mapping process was used to propose a unified list of BPM CSFs and BPM principles. A critical success principles (CSPs) name was given to the unified list. 22 CSPs were identified, based on the nature of CSPs and implementation level, CSPs were classified into three main areas or levels namely strategic, supportive and operational CSPs. Out of 22 CSPs, 36.5% of CSPs were classified as a strategic CSPs, 45.5% of CSPs were classified as operational CSPs, and only 18% were classified as a supportive CSPs. A comprehensive BPM methodology was proposed, the proposed methodology combining the steps of generic BPM methodologies and BPMS methodologies and it is unifying the terminologies used in the reviewed methodologies. Pros and cons of the proposed methodology discussed in this research. The implications of this research can be seen in both theoretical and practical sides. For the theoretical side, the researchers can see the most recent developments in the scope of BPM, summarized in this research, and build on it to conduct future research. The proposed CSPs can be further analyzed to find the relationship between CSPs and how each one of them can affect BPM implementation. The proposed BPM methodology can be tested by applying it to the different business sectors and measure organizations’ performance during implementation stages. For the practical side, the proposed methodology can provide a guide for managers and organization leaders about the right steps to be followed during implementing BPM and conducting BPM projects. Moreover, CSPs can guide BPM project managers, organization leaders, and business excellence units to focus their efforts on the significant improvement areas and actions to be taken on strategic and operational levels.

业务流程管理（BPM）是用于管理面向流程的组织的有效绩效管理方法之一。BPM被许多组织采用，并取得了令人瞩目的成果。但是，BPM仍处于起步阶段，许多问题尚未解决。拥有BPM关键成功因素（CSF）和BPM原则的统一列表被认为是重要的研究领域之一。文献综述表明，尽管大多数BPM原理和CSF相同或之间存在细微差别，但使用不同的术语来描述它们。文献综述还显示，用于实施BPM的方法要么很老，要么没有涵盖与BPM系统（BPMS）的人机交互，要么部分描述了BPM方法。因此，这项研究的主要目标是建立对BPM最新发展的见解，统一BPM原则和CSF并提出全面的BPM。分析文献以提取BPM的发展。此外，映射过程用于提出BPM CSF和BPM原则的统一列表。关键成功原则（CSP）名称已指定给统一列表。根据CSP的性质和实施级别，确定了22个CSP，将CSP分为三个主要领域或级别，即战略，支持和运营CSP。在22个CSP中，有36.5％的CSP被归为战略性CSP，45.5％的CSP被归为运营性CSP，只有18％归为支持性CSP。提出了一种全面的BPM方法，所提出的方法结合了通用BPM方法和BPMS方法的步骤，并且正在统一所审查方法中使用的术语。本研究中讨论的拟议方法的优缺点。这项研究的意义可以从理论和实践两方面看出。从理论上讲，研究人员可以看到BPM范围内的最新进展，对本研究进行了总结，并以此为基础进行未来的研究。可以对提议的CSP进行进一步分析，以找到CSP之间的关系以及每个CSP如何影响BPM实施。可以通过将建议的BPM方法论应用于不同的业务部门并在实施阶段衡量组织的绩效来对其进行测试。在实用方面 所提出的方法可以为经理和组织负责人提供指导，以指导他们在实施BPM和执行BPM项目期间应遵循的正确步骤。此外，CSP可以指导BPM项目经理，组织负责人和业务卓越部门将他们的精力集中在重要的改进领域以及在战略和运营级别上要采取的行动。