Business Process Maturity- Assessment Tool, White Paper (original) (raw)

Which maturity is being measured? A classification of business process maturity models

2010

Today"s organizations face the challenge to excel due to demanding customers. Hence, they are relying on their business processes to outperform competitors. Maturity models have been proposed to gradually assess and improve business processes. However, the proliferation of business process maturity models has complicated the practitioner"s choice. This article clarifies the foundation of business process maturity and presents a classification of maturity models. First, a literature study was conducted, based on the concepts of business process (BP), business process management (BPM), and business process orientation (BPO), to identify the different capabilities to be addressed by a business process maturity model: (1) modeling, (2) deployment, (3) optimization, (4) management, (5) culture, and (6) structure. Afterwards, these capabilities were used to compare and classify 61 business process maturity models. The main result is that we found six different types of maturity being measured by the currently proposed maturity models.

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.

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).

Business Process Maturity Assessment: State of the Art and Key Characteristics

2015 41st Euromicro Conference on Software Engineering and Advanced Applications, 2015

Business processes are basic enablers in sustaining an organization's existence in delivering high-quality products and services. A maturity model is an instrument to assess and continually improve business processes. For example, Capability Maturity Model Integration for Development (CMMI-Dev) in software domain has been used to assess and improve software processes in thousands of organizations worldwide since 1990s. Inspired by CMMI in the last decade, researchers and practitioners have proposed generic maturity models for business processes with varied focus and depth. However, the use of these models has not gained widespread acceptance in the Business Process Management (BPM) field. One of the reasons is the lack of a clear distinction between a maturity model and its assessment model. The objective of this study is twofold: First, to discuss challenges of business process assessment with regard to generic maturity models reported in scientific literature, and second, to identify key characteristics of a business process assessment model that would facilitate the use of maturity models in the BPM field.

Questioning the Design of Business Process Maturity Models

The importance of business process management goes without saying. As its realization is less straightforward, maturity models have been developed to gradually assess and improve business processes. Although their aim is to assist organizations, the proliferation of maturity models also confuses organizations. They have no overview of existing models and their differences, which makes an informed choice difficult. Choosing the right business process maturity model (BPMM) is however important, as previous research indicated the existence of different maturity types being measured by the existing models . We now add further design elements to our comparative framework by conducting a content analysis of 69 BPMMs. Afterwards, the identified design elements are transformed into a questionnaire that practitioners can use to find the BPMM that best fits their needs. In this paper, we present 16 questions to be included in the questionnaire, without elaborating on the mapping of individual maturity models.

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 Decision Tool for Choosing a Business Process Maturity Model

Lecture Notes in Computer Science, 2012

The importance of maturity models and business process management (BPM) is already recognized, resulting in many business process maturity models (BPMMs) to progress in BPM. Nonetheless, practitioners have no overview of existing BPMMs and their differences, which makes an informed choice difficult. Choosing the right model is, however, important, as our previous research indicated a great diversity of BPMMs. Therefore, we will design a decision tool that organizations can use to select a BPMM that best fits their needs. The current article introduces possible decision criteria for the tool. Furthermore, the methodology and the conceptual model are discussed. It is argued that the final decision tool can be extended with additional criteria and BPMMs, and translated towards other (maturity) models.

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.

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.

Process Maturity Models – Applicability and Usability Review

2019

Maturity models are tools enabling application of structured approach for process improvement and assessment of business process management capabilities (BPM) of the organizations. In fact, the number of maturity models is so large that it is difficult or even impossible to identify leading standard. The aim of this paper is therefore to provide a review of BPM maturity models. Design/methodology/ approach the article follows research process of literature review. This work focuses in particular on the applicability and usability of process maturity models that were reviewed according to general design principles. Research Limitations/implications The author is convinced that this review covers the main publicly available BPM maturity models. As the number of models is constantly increasing, paper is not claiming completeness.