Process Management and Organizational Process Maturity

2021 ◽  
Author(s):  
Anna Kosieradzka ◽  
Katarzyna Rostek
Keyword(s):  
Process Management ◽  
Process Maturity ◽  
Organizational Process

Organizational process management in the radiological department during COVID-19 emergency: experience of ULSS5 Polesana

2020 ◽  
Vol 7 (6) ◽  
Author(s):  
Massimo Favat ◽  
Giampaolo Montesi ◽  
Saide Di Biase ◽  
Donatella Pertoldi ◽  
Arianna Massaro ◽  
...  
Keyword(s):  
Process Management ◽  
Organizational Process

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

2021 ◽  
Author(s):  
Marek Szelągowski ◽  
Justyna Berniak-Woźny
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Success Factors ◽  
Process Management ◽  
Business Environment ◽  
Maturity Model ◽  
Process Maturity ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
The Impact

AbstractFor 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 (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.

scholarly journals MANAGING MATURITY IN PROCESS-BASED IMPROVEMENT ORGANIZATIONS: A PERSPECTIVE OF THE ROMANIAN COMPANIES

2012 ◽  
Vol 13 (2) ◽  
pp. 223-241 ◽  
Author(s):  
Carmen Păunescu ◽  
Carmen Acatrinei Pantea
Keyword(s):  
Process Management ◽  
Process Maturity ◽  
Organizational System ◽  
Public And Private ◽  
Face To Face ◽  
Critical Gap ◽  
Private Organizations ◽  
Positive Correlations ◽  
And Performance ◽  
Critical Components

Building upon various models from the literature which assess the maturity level achieved by an organization at one moment in time, the paper introduces a model which helps organizations, interested in remaining competitive and achieving sustainability, to monitor and evaluate their process performance. Such as, the paper analyzes the relationships that exist among the critical components of an organization's management system at the strategic and operational level so that key drivers will become the heart of sustainable development. In particular, the paper focuses on how the organizational system influences process maturity profile of the Romanian companies. Data were collected in face-to-face structured-questionnaire interviews from 1302 public and private organizations from Romania. The dearth of empirical research examining organization process maturity in emerging countries constitutes a critical gap in the business process management literature that needs much more attention from scholars. For the purpose of this paper, a factor analysis was employed to explain the pattern of correlations within a set of observed variables that determine the process maturity profile of the Romanian companies. The research results show that there are strong positive correlations between the variables examined that account for a higher level of maturity and performance of organization's processes.

scholarly journals Does Grade Level Matter for the Assessment of Business Process Management Maturity?

2016 ◽  
Vol 62 (2) ◽  
pp. 3-11 ◽  
Author(s):  
Renata Gabryelczyk
Keyword(s):  
Comparative Analysis ◽  
Conceptual Framework ◽  
Business Process ◽  
Grade Level ◽  
Business Process Management ◽  
Process Management ◽  
Practical Application ◽  
Process Maturity ◽  
Grade Levels ◽  
Business Process Maturity

Abstract The purpose of this paper is to create and test the practical application of a business process management maturity assessment conducted at two different grade levels (management and professional level) in an organization. The conceptual framework for this research includes creating a business process maturity indicator (BPMI) for six process areas: strategy, documentation, optimization, implementation, execution, and controlling. The comparative analysis of the business process management maturity is performed using the BPMI on two cases: inside a single organization and the sector internally.

scholarly journals Attributes of Process Maturity of Public Administration Units in Poland

2019 ◽  
Vol 9 (4) ◽  
pp. 84 ◽  
Author(s):  
Krukowski ◽  
Raczyńska
Keyword(s):  
Public Administration ◽  
Public Management ◽  
Process Management ◽  
New Public Management ◽  
Public Organizations ◽  
Maturity Model ◽  
Process Maturity ◽  
New Public ◽  
Different Levels

Process management is a concept that is used in public administration units in Poland to an increasing extent. Implementing this concept in public organizations, in line with the assumptions of New Public Management, is directed, among others, to increase their efficiency. The purpose of the research presented in the article was to identify the attributes describing process maturity of the community offices of urban type in Poland and to assess the interdependence of the attributes. In order to achieve the goal, an authors’ questionnaire was used. Also, an attempt was made to create a process maturity model dedicated to the community offices. As a result of the conducted research, it was noticed that most of the examined entities use, at least, some elements (attributes) of process management. However, they are used at different levels by individual community offices.

Business process orientation in the Slovenian power supply

2019 ◽  
Vol 25 (4) ◽  
pp. 780-798 ◽  
Author(s):  
Rajko Novak ◽  
Aleksander Janeš
Keyword(s):  
Business Process ◽  
Power Supply ◽  
Design Methodology ◽  
Business Process Management ◽  
Process Management ◽  
Empirical Investigation ◽  
Process Maturity ◽  
Process Orientation ◽  
Content Type ◽  
Practical Implications

PurposeThe purpose of this paper is to empirically evaluate business process orientation (BPO) of the Slovenian power supply business.Design/methodology/approachWithin the empirical investigation, the level of BPO maturity was measured in the 19 organizations of the power supply business. The survey was focused on the top, middle and lower managers. As a measuring instrument, a questionnaire for the extended concept of process orientation with nine elements was used.FindingsThe results of the BPO measurement show that, despite this long-standing preoccupation with processes, certified management system and the computerization of operations, process maturity is not high. Particularly the lowest score for information technology represents a surprise.Practical implicationsThis research makes significant contributions to the literature and above all to scholars and practitioners who work professionally in this field and will find useful guidance for a better understanding of applying BPO and maturity models.Social implicationsOne important reason for performing the maturity measurement in the power supply business is the importance of its activities for the operation and development and environmental impact of the whole of Slovenian society.Originality/valuePresented research is the first one which considers the BPO maturity in the Slovenian power supply business and therefore contributes to understanding of the “intangible factors” which have impact on the introduction of business process management and BPO.

scholarly journals Analysis of the level of process maturity in the activities of Russian companies

2020 ◽  
Vol 311 ◽  
pp. 02002
Author(s):  
Pavel Trifonov
Keyword(s):  
Sustainable Development ◽  
Information Management ◽  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Information Management System ◽  
Management Systems ◽  
Process Maturity ◽  
Expected Effect

The article analyzes the process maturity in Russian companies ina number of sectors of the economy based on a survey of experts from professional communities, and also assesses the level of implementation of BPM systems in the activities of Russian companies. On the basis of anexpert survey, the factors that encourage the management of Russian companies to implement BPM systems were identified, as well as anassessment of the factors that hinder the decision to implement BPM systemsin the companies ‘ activities. The expected effect of implementing BPM systems is determined based on the studied experience of experts inimplementing systems, as well as the result of analyzing the preferences of company management when choosing an information management system. In most of the companies surveyed, process management is used for keyprocesses that are regulated and strategic in nature. The results of the studyallow us to draw conclusions that the needs of Russian companies ‘management in using business process management systems are related tothe need to ensure the company’s sustainable development.

Measurement and Maturity of Business Processes

2011 ◽  
pp. 532-556 ◽  
Author(s):  
Laura Sanchez ◽  
Andrea Delgado ◽  
Francisco Ruiz ◽  
Felix Garcia ◽  
Mario Piattini
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Maturity Model ◽  
Process Maturity ◽  
Maturity Models ◽  
Process Measures ◽  
Quality Of Products ◽  
Business Process Maturity

The underlying premise of process management is that the quality of products and services is largely determined by the quality of the processes used to develop, deliver and support them. A concept which has been closely related to process quality over the last few years is the maturity of the process and it is important to highlight the current proposal of Business Process Maturity Model (BPMM), which is based on the principles, architecture and practices of CMM and CMMI for Software and describes the essential practices for the development, preparation, deployment, operations and support of product and service offers from determining customer needs. When maturity models are in place, it is important not to forget the important role that measurement can play, being essential in organizations which intend to reach a high level in the maturity in their processes. This is demonstrated by observing the degree of importance that measurement activities have in maturity models. This chapter tackles the Business Process Maturity Model and the role that business measurement plays in the context of this model. In addition, a set of representative business process measures aligned with the characteristics of BPMM are introduced which can guide organizations to support the measurement of their business processes depending on their maturity.

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