With the increasing maturity of business process management (BPM), many organizations face challenges in managing their business processes as a whole, deploying limited financial and human resources to the right process improvement initiatives, reducing process duplication, and driving value creation and improvement through their processes. Contemporary BPM approaches as found in most organizations focus on specific business problems in specific business units and thus are able to drive effectiveness and efficiency only in those areas. Business process portfolio management (BPPM), an end-to-end view of the entire process portfolio, is required to change the disparate BPM efforts to drive business value and strategic alignment and use limited resources effectively.

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