ScienceDirect Inter-dependencies on BPM Maturity Model Capability Factors in Deriving BPM Roadmap ScienceDirect Inter-dependencies on BPM Maturity Model Capability Factors in Deriving BPM Roadmap (original) (raw)

Inter-dependencies on BPM Maturity Model Capability Factors in Deriving BPM Roadmap

Inter-dependencies on BPM Maturity Model Capability Factors in Deriving BPM Roadmap, 2019

Business Process Management (BPM) Maturity Model captures the "as-is" condition of the organization's Process Capabilities (PC). Once an organization has defined their "as-is" condition, they are the best positioned to establish their BPM roadmap. The organization can then clearly plot which of the thirty process capabilities they need to improve or enhance to deliver the most overall value to the organization. The analysis determined that particular PC's are not mutually exclusive but rather, interrelates with other process capabilities to drive greater operational maturity in organizations. Thus, this research study aims to provide an analysis in the interrelationship of each process capabilities and leveraging it for the future state of the organization. Each process capability, in the BPM Maturity Model, is analysed by utilising a Dependency Matrix, a dynamic causal model that establishes the relationship between process capabilities. Authors compiled a lexical definition of process capabilities, in terms of what it means for it to be in a state of "achieved". By utilising the lexicon, predecessors and successors of process capabilities were identified and captured in a matrix grid. The result of the research is an identification of interrelationships between Process Capabilities. A Dependency Matrix which represents the interrelationships and contains the Predecessor and Successor to measure the effort for each Process Capabilities. Furthermore, the dependencies among the capabilities will empower organizations implementing BPM Maturity Model by providing them with a richer understanding of where they need to invest their focuses when creating their roadmap. Abstract Business Process Management (BPM) Maturity Model captures the "as-is" condition of the organization's Process Capabilities (PC). Once an organization has defined their "as-is" condition, they are the best positioned to establish their BPM roadmap. The organization can then clearly plot which of the thirty process capabilities they need to improve or enhance to deliver the most overall value to the organization. The analysis determined that particular PC's are not mutually exclusive but rather, interrelates with other process capabilities to drive greater operational maturity in organizations. Thus, this research study aims to provide an analysis in the interrelationship of each process capabilities and leveraging it for the future state of the organization. Each process capability, in the BPM Maturity Model, is analysed by utilising a Dependency Matrix, a dynamic causal model that establishes the relationship between process capabilities. Authors compiled a lexical definition of process capabilities, in terms of what it means for it to be in a state of "achieved". By utilising the lexicon, predecessors and successors of process capabilities were identified and captured in a matrix grid. The result of the research is an identification of interrelationships between Process Capabilities. A Dependency Matrix which represents the interrelationships and contains the Predecessor and Successor to measure the effort for each Process Capabilities. Furthermore, the dependencies among the capabilities will empower organizations implementing BPM Maturity Model by providing them with a richer understanding of where they need to invest their focuses when creating their roadmap.

Development of BPM Capabilities–Is Maturity the Right Path?

2011

Business Process Management (BPM) is an influential concept in information systems (IS) research and management practice. While a great number of studies dealt with developing methods, procedures, or tools for BPM, especially process modeling, today the question of how to assess andfrom that point onto develop BPM capabilities in a real-life organization has become key to BPM practice and is becoming a central element in BPM research as well. A plethora of BPM maturity models have been designed for the purpose of guiding the development of BPM capabilities in organizations. In this study, we take a critical perspective on maturity models for BPM capability development and present a case study example where maturity model-based guidance is rendered to be inadequate if not further considering organizational position and environment. Our theory discussion introduces alternative takes on BPM capability development, lays out implications for BPM practice, and presents potentially fruitful paths for future research and theory in the area of BPM capability development.

An Overview of the Business Process Maturity Model (BPMM

2007

This paper presents a Business Process Maturity Model (BPMM) for measuring and improving business process competence. The BPMM comprises maturity levels that are associated with the scope of influence of process areas, the capability of monitoring and controlling processes and the influence on process improvement It is based on the principle that any business process essentially consists of activities belonging to four categories; Input, Mechanism, Control, and Output. While constructing our BPMM, we aligned it with the terms, maturity levels, and some elements of Key Process Areas (KPAs) of CMM/CMMI, IS12207, and IS15288. We incorporated the results of the existing researches on Process Maturity Model (PMM) and Process Management Maturity Model (PMMM) and conducted a survey on a group of companies that are actively pursuing Business Process Management (BPM).

Towards a Business Process Management Maturity Model

2005

Business Process Management (BPM) has been identified as the number one business priority by a recent Gartner study ). However, BPM has a plethora of facets as its origins are in Business Process Reengineering, Process Innovation, Process Modelling, and Workflow Management to name a few. Organisations increasingly recognize the requirement for an increased process orientation and require appropriate comprehensive frameworks, which help to scope and evaluate their BPM initiative. This research project aims toward the development of a holistic and widely accepted BPM maturity model, which facilitates the assessment of BPM capabilities. This paper provides an overview about the current model with a focus on the actual model development utilizing a series of Delphi studies. The development process includes separate studies that focus on further defining and expanding the six core factors within the model, i.e. strategic alignment, governance, method, Information Technology, people and culture.

Towards a Business Process Managment Maturity Model

2005

Business Process Management (BPM) has been identified as the number one business priority by a recent Gartner study (Gartner, 2005). However, BPM has a plethora of facets as its origins are in Business Process Reengineering, Process Innovation, Process Modelling, and Workflow Management to name a few. Organisations increasingly recognize the requirement for an increased process orientation and require appropriate comprehensive frameworks, which help to scope and evaluate their BPM initiative. This research project aims toward the development of a holistic and widely accepted BPM maturity model, which facilitates the assessment of BPM capabilities. This paper provides an overview about the current model with a focus on the actual model development utilizing a series of Delphi studies. The development process includes separate studies that focus on further defining and expanding the six core factors within the model, i.e. strategic alignment, governance, method, Information Technology, people and culture.

The Five Stages of Business Process Management Maturity Model

MEST Journal, 2019

Business Process Management (BPM), in diverse forms, has been around for the last 30 years. During this time BPM has progressed to a holistic management approach that has a distinctive level of complexity resulting in part from the infinite of implementation options available. The popularity and significance of BPM lead to the question of how advanced different organizations are in their BPM development. The notion of maturity has been proposed for a number of management approaches as a way to evaluate the fullness or perfection of growth or development. This paper describes business process management as a new paradigm for competitive advantage. Also, the paper presents the five stages of the business process management maturity model that has been developed for the evaluation and advancement of BPM effectiveness across organizations.

A model for business process management maturity

2021

Over the last ten years Business Process Management (BPM) has advanced to one of the most sustainable management approaches. BPM now covers organisational, cultural and IT-related methodologies and solutions leading to a wide variety of BPM adoptions. This paper proposes a BPM Maturity (BPMM) model, which provides a framework for the detailed evaluation of BPM capabilities and achievements. This BPMM model has been applied in two case studies, which confirmed its understandability, relevance and applicability. Future work in this area seeks the establishment of a global standard for the measurement of BPM maturity, the development of a tool-based assessment kit, and the application of this model in international case studies.

Developing a business process management maturity model: A study of 300 Iranian superior companies

Abstract— The present research is aimed to develop a comprehensive maturity model for business process management (BPM) based on previous research analysis and then to apply the developed model to assess BPM maturity of 300 Iranian superior companies in the year 2013. For this purpose, meta-synthesis, expert judgment and fuzzy analysis approaches were deployed. The BPM maturity model was developed by implementing meta-synthesis approach and was examined and verified with experts’ judgment and AHP fuzzy analysis. Finally, the assessment tool was developed and 300 Iranian superior companies BPM maturity level were investigated. The maturity model developed consists of five levels and ten dimensions which may be classified into four groups named process, tool, organizational and operational. According to the results obtained from experts’ judgment, process and tool groups as well as process architecture and methods dimensions are of the highest importance in determining BPM maturity. Results of field data analysis indicate a meaningful positive relationship between the BPM maturity level and organizational performance (organizations under study are among Iranian superior organizations). The results also showed that the average level of the BPM maturity in the surveyed organizations is below the average one.