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Application of a Holistic Model for Determining BPM Maturity

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Business Process Modeling and Analysis Information Technology Governance and Strategy Management Systems and Quality Improvement

Abstract

Business Process Management (BPM), in various forms, has been around for the last 10 to 15 years. During this time BPM has progressed to a holistic management approach that has an inherent level of complexity resulting in part from the myriad of implementation options available. This paper proposes a BPM Maturity model that provides a framework for the detailed evaluation of BPM capabilities and achievements within organisations. The design paradigms of this model and its multi-dimensional structure are discussed. The model has been applied in two case studies and a range of surveys and the findings from these studies are presented. They confirm the understandability, practicality and relevance of the model. 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, the application of this model through international case studies and plans for more comprehensive study into the relationships between (measurable) BPM-related benefits and BPM-maturity.

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References

1997Business process management: a boundaryless approach to modern competitiveness 1998Business process management: a review and evaluation 1995Business process management: survey and methodology 2002Business process management: public sector implications 2002Business Process Change: A Manager's Guide to Improving, Redesigning & Automating Process 1997Implications of business process management for operations management

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2011Defining business process maturity. A journey towards excellence 2012A conceptual framework and classification of capability areas for business process maturity 2007An Overview of the Business Process Maturity Model (BPMM)2013End-to-end process management: implications for theory and practice 2016How to go from strategy to results? Institutionalising BPM governance within organisations 2017What does it take to implement open innovation? Towards an integrated capability framework 2007Business process management for SMEs: an exploratory study of implementation factors for the Australian wine industry

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