Business critical success factors like strategic alignment,Business critical success factors like strategic alignment,

Business
process management maturity is nothing but the incremental development of any
organizations maturity within BPM framework (Dijkman et al. 2016). First process maturity model was
developed at Software Engineering Institute in order to carry out software
development projects and called it as Capability Maturity Model (CMM) that measured
organizations capability via an appraisal (Davenport 2015). Applications of more maturity
models were noticed later to measure the maturity of any business process but
with different criteria and different dimensions (see Table 1). Therefore, to sort out the dilemma of using numerous
models, more generalized model, Capability Maturity Model Integration (CMMI) is
developed (Davenport 2015; Dijkman et al.
2016).

 

SEI CMMI

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Gartner

Forrester

ABPMP

0.     
Acknowledge Operational Inefficiencies

0.     
Non-Existent

1.     
Initial

1.     
Process-Aware

1.     
Ad Hoc

1.     
Ad-Hoc

2.     
Managed

2.     
Intra-Process Automation and Control (Coordinated Processes)

2.     
Repeatable

2.     
Defined

3.     
Defined

3.     
Inter-Process Automation and Control (Cross-Boundary Process
Management)

3.     
Defined

3.     
Controlled

4.     
Quantitatively Managed

4.     
Enterprise Valuation Control (Goal-Driven Processes)

4.     
Measured

4.     
Architected

5.     
Optimizing

5.     
Agile Business Structure (Optimized Processes)

5.     
Optimized

5.     
Proactively Managed

 

Table 1: Well-known process maturity models (Anatoly Belaychuk 2016)

In
an organization, CMMI is used as a process improvement methodology that can be
used to a project or department and provided with prerequisite components of
effective processes. CMMI is characterized by five basic measures of process
maturity (see Figure 19).

 

Figure
19:
Characteristics of the Maturity levels (MAHLE GmbH)

 

A
leading IT research organization Gartner, specified that to comprehend end-to-end
business process with full capability, BPM is a strategic factor (Gartner 2006; Melenovsky,
Sinur 2006). To understand BPM
maturity, Garter has developed a six-phase model (see Figure 20).

Figure
20:
Gartner Six-Phase BPM Maturity Model (Melenovsky, Sinur 2006;
Gartner 2006)

 

The
maturity model phase diagram shows pragmatic approach towards process
improvement where organization moves from one phase to higher phase while
achieving critical success factors like strategic alignment, culture, and
leadership, people etc. (Harmon 2015; Melenovsky, Sinur
2006) In all, from the
operative and strategic perspective, BPM system emphases more specifically on
the last two phases of maturity model that upturn economical potential of the
organization (Harmon 2015; Melenovsky, Sinur
2006).

1.1      
BPM Benefits

Implementing
BPM can benefit organization from modest to substantial range (Brocke, Rosemann 2010) as BPM acts as a catalytic
agent to speed up the continuous improvement methodologies like Lean and Six
Sigma, to increase organizational efficiency, profitability and return on
investment by improving business processes with three important rudiments –
agility, visibility, and efficiency (Snabe 2012).

Table 2: The Benefits of BPM (Snabe 2012)

 

1.     
Productivity related
benefits – Cost Reduction

Quick
improvement in business processes is the first stage every organization looking
for (Snabe 2012). The main focus in this stage
is on precise, often native, processes. This may include finding of repetitive
tasks and eradicating low-value tasks. Typically in this stage process support
is more inclined towards human workflows with limited involvement in IT
applications (Snabe 2012). The benefits getting from this
stage are more convincing and fairly pleasant. Increase in process speed and
cost reduction will be observed in this stage that makes organization happy as
they do not need to pay more attention towards insignificant tasks, and they
consider it as good exercises for the preparation of next stage (Snabe 2012; Smith, Fingar
2007).

 

 

2.     
Visibility-related
benefits – Involvement of resources

With
process visibility, the organization is getting chance to increase process
agility with the help of this stage (Snabe 2012). In this stage, the importance
is for the involvement of IT system within business processes. In addition,
business processes can also be braced with customers and suppliers interaction
to create more transparency. Due to overall coordination of resources across
the organization, this stage is measured as a value creation for any origination
(Snabe 2012; Smith, Fingar
2007).

3.     
Innovation related
benefits – Focus on Customers

In
this stage, organizations devotion is entirely on creativity and innovation for
business processes that further improve business agility (Snabe 2012). Throughout this stage,
organization focus should be on customers, strategic development, core process
identification, process automation, and finally process optimization and
improvement (Snabe 2012). Broader business process view
during this stage will lead to a new method of business operation, from introducing
new products to proposing new service aids. (Vom Brocke, Rosemann 2010)