Towards a Business Process Management Maturity Model (original) (raw)

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.

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).

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.

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.

Using the Delphi Technique to Identify BPM Capability Areas

2007

Organizations increasingly recognize the need to adopt a process orientation as a means of approaching challenges such as globalization, Enterprise Systems implementations or alternative improvement perspectives. A comprehensive understanding of the operational capacity to support and extend BPM strategies is critical to this endeavour. To this end, organizations require appropriate frameworks, which assist in identifying and evaluating their BPM capabilities. The development of maturity models has long been recognized as a means of assessing capabilities within a given domain. However, due to the idiosyncratic structure of many of the more than 150 available maturity models they can not be translated into tools that are embraced and applied by practitioners. To address this issue, the Delphi technique has been adopted during the development of a maturity model for Business Process Management. This paper presents the design and conduct of the Delphi Study series including the major ...

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.

How to improve the assessment of BPM maturity in the era of digital transformation

Information Systems and e-Business Management

For almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model...

Business Process Maturity- Assessment Tool, White Paper

Business Process Maturity- Assessment Tool, 2022

In the last 12 years, various consulting firms and researchers have developed and modified business process maturity models in order to perfectly measure and improve business process maturity. However, many organizations found difficulties in adopting these models due to many observed facts. In this paper we will highlight the top challenges faced in the current BPM maturity models and then outline the proposed maturity domains and criteria that assess any organization’s maturity in an objective manner.

Maturity models in business process management

Business Process Management Journal, 2012

PurposeMaturity models are a prospering approach to improving a company's processes and business process management (BPM) capabilities. In fact, the number of corresponding maturity models is so high that practitioners and scholars run the risk of losing track. This paper therefore aims to provide a systematic in‐depth review of BPM maturity models.Design/methodology/approachThe paper follows the accepted research process for literature reviews. It analyzes a sample of ten BPM maturity models according to a framework of general design principles. The framework particularly focuses on the applicability and usefulness of maturity models.FindingsThe analyzed maturity models sufficiently address basic design principles as well as principles for a descriptive purpose of use. The design principles for a prescriptive use, however, are hardly met. Thus, BPM maturity models provide limited guidance for identifying desirable maturity levels and for implementing improvement measures.Resear...