scholarly journals THE VIEW OF THE PROCESS MANAGEMENT IN ITS DIFERENT LEVELS: A STUDY CASE OF PROCESS MATURITY

2014 ◽  
Vol 44 (2) ◽  
pp. 111-117
Author(s):  
E.O. B. NARA ◽  
L. M. KIPPER ◽  
J.C. M. SILUK ◽  
J. C. FURTADO ◽  
R. FROZZA
Keyword(s):  
Process Management ◽  
Assessment Tool ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Training Performance ◽  
Site Survey ◽  
Study Case ◽  
Leisure Industry ◽  
The Relationship

The aim of this paper is to discuss the company’s maturity level in the view of process management. As part of the discussion, there were made three study cases with the following characteristics: in large sized (company A) works in the field of toys with 350 employees; in medium sized (company B) that operates in the Amusement and leisure-industry technology with 80 employees and in midsize sized (company C) acts in the garment sector with 148 employees. In these study cases using as assessment tool the Maturity Model or the Rohloff Method, aiming at researching the management of the organization, methods, documentation, training, performance and portfolio of processes as well as the relationship between social networking and the multifunctional teams involved in the process, as the process owner, sponsors and facilitators. With the purpose of deepening the understanding of the processes for a period of three years, the researchers conducted systemic visits to the chosen companies, making on-site survey, observing the process, its characteristics and peculiarities. From the result it was possible to establish the correlation between the level of documentation of the companies and their levels of maturity on process management.

scholarly journals BUSINESS PROCESS MATURITY LEVEL DETERMINATION: A METHODOLOGICAL OUTLINE

Ekonomika ◽  
2011 ◽  
Vol 90 (2) ◽  
pp. 114-127
Author(s):  
Darius Klimas
Keyword(s):  
Business Process ◽  
Process Management ◽  
Extensive Literature ◽  
Organization Performance ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Model Framework ◽  
Implementation Guidelines ◽  
Business Process Maturity

Extensive literature on business process management (BPM) suggests that organizations could enhance their overall performance by adopting a process view of business. Hammer (2007) states that, in virtually every industry, companies of all sizes have achieved extraordinary improvements in cost, quality, speed, profitability, and other key areas by focusing on, measuring and redesigning their customer-facing and internal processes. In reality, many things need to be changed to harness the power of processes, but how to ensure what exactly need to be changed, how much, and when? In the article, a methodologically extended Hammer’s business process maturity model framework and its methodological implementation guidelines are presented. The developed framework serves as a diagnostic tool for the identification of organization process maturity level and to do reasoned optimal improvements which lead to a better overall organization performance.

scholarly journals Maturity Level of Rural Leaders in Selected Paddy Farming Technologies in Muda Agricultural Development Authority (MADA) -Malaysia

2016 ◽  
Vol 12 (7) ◽  
pp. 10
Author(s):  
Wisam Yako Aziz Masso ◽  
Norsida Man
Keyword(s):  
Rural Community ◽  
Agricultural Development ◽  
Agricultural Extension ◽  
Maturity Model ◽  
Maturity Level ◽  
Personal Interview ◽  
Agricultural Technologies ◽  
Level Of Significance ◽  
The Relationship ◽  
Agriculture Development

<p>To provide good leadership it is necessary for individuals and groups to help bring a rural community to action. As the rural leaders play a function in important programs in agricultural extension. However, The study was conducted to determine the maturity of rural leaders based on maturity model theory towards agricultural technologies In Malaysia Paddy Farming, and explore the relationship between the selected characteristics of the respondents. Data were collected through personal interview from 260 randomly selected in muda agriculture development authority MADA area. A five point Likert scale was used to determine the maturity of rural leaders ranged from 1 = never to 5= always.The majority (63.1%) of the respondents had a moderate level of maturity. The correlation analysis between socio-demographic characteristics and maturity level show that there is a positive and significant relationship between variables age and years of experience in paddy farming, at 0.05 level of significance.</p>

scholarly journals Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

2019 ◽  
Vol 32 (2) ◽  
pp. 1-26
Author(s):  
Daniel Adrian Doss ◽  
Russ Henley ◽  
Qiuqi Hong ◽  
Trey Pickett
Keyword(s):  
Process Improvement ◽  
Ad Hoc ◽  
Service Marketing ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Capability Maturity ◽  
Product Marketing ◽  
Marketing Firms ◽  
First Maturity

Summary This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and sample were taken from a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of service marketing organizations versus product marketing organizations, the study showed a statistically significant difference (F(1, 304) = 4.03; p = 0.04; ω2 = 0.00) regarding the hypothesis representing the notion that processes were potentially sporadic, chaotic, and ad hoc. This notion corresponded to the first maturity level of the examined process maturity framework. With respect to the Likert-scale data representing the first maturity level, the successive means analysis showed that both service marketing firms (M = 2.99) and product marketing firms (M = 2.74) reported neutrality regarding whether processes were deemed sporadic, chaotic, and ad hoc. Thus, the respondents perceived no evidence of the first maturity level among the queried work settings. Future studies may examine different stratifications of marketing firms (e.g., for-profit versus non-profit; domestic versus international; and so on) to better explore the proposed advertising maturity model.

scholarly journals Business process management maturity model: Serbian enterprises' maturity level

2012 ◽  
Vol 60 (3-4) ◽  
pp. 190-198
Author(s):  
Marija Andjelkovic-Pesic ◽  
Vesna Jankovic-Milic ◽  
Aleksandra Andjelkovic
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Model ◽  
Maturity Level

scholarly journals ASSESSMENT OF PROCESS MANAGEMENT MATURITY IN DEVELOPING COUNTRIES BASED ON SAW METHOD

2014 ◽  
Vol 15 (4) ◽  
pp. 599-614 ◽  
Author(s):  
Marija Radosavljevic
Keyword(s):  
Developing Countries ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Developed Countries ◽  
Management Approach ◽  
Maturity Model ◽  
Maturity Level ◽  
Research Results ◽  
Holistic Management

Business process management is a comprehensive, holistic management approach, aligned with the context that proceeds from globalized economy. The extent to which this approach is present in an organization represents its process management maturity. Process management maturity has drawn attention of authors and, consequently, a lot of maturity models have appeared. These models incorporate elements, which determine the level of organizations’ maturity. Earlier research results indicate that those elements are mutually related and responsible for organizations’ performances. Since those results mostly refer to developed countries, the question is whether conclusions that proceed from them are valid for developing countries too. In order to answer this question, research has been conducted in Serbia. The aim of the research is to discover which maturity model elements represent the weak points of business process management in Serbian organizations, but also to evaluate the dependence of organizations’ performances on process management maturity level. The analysis is based on statistics tools and Simple Additive Weight (SAW) method. Research results indicate that the maturity level of the Serbian economy is not enviable. In addition, results suggest that business performances might be connected to process management maturity, in the sense that higher maturity level means higher performances.

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.

Aligning business process maturity level with SMEs growth in Indonesian fashion industry

2018 ◽  
Vol 26 (4) ◽  
pp. 709-727 ◽  
Author(s):  
Made Andriani ◽  
T.M.A. Ari Samadhi ◽  
Joko Siswanto ◽  
Kadarsah Suryadi
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Growth Stage ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Business Process Improvement ◽  
Content Type ◽  
Proposed Model ◽  
Business Process Maturity

Purpose This study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase small and medium enterprises (SMEs) growth. With this information, SMEs can identify their needs and priorities for business process improvement based on the characteristics that are inherent in the organisation. Design/methodology/approach The proposed model was developed by reviewing the literature on previous studies related to the organisational life cycle and its characteristics, as well as a business process maturity model. Furthermore, historical case studies were conducted to validate the proposed model. Case study objects in this research were fashion industry companies that have grown from an SME scale to national level. Findings The results of this research indicate that the characteristics of each growth stage are different, which led to increased complexity and maturity of business processes run. Therefore, SMEs should pay attention to their growth stages, as a basis to improve their business process maturity, especially on the critical processes, which are evaluate products performance, design products and services and monitor sales. Through this model, SMEs can determine the business’ current growth stage and use the proposed model as guidance for business process improvement to accelerate organisational growth. Research limitations/implications Validation of the proposed model was done by conducting a historical case study. To generalise the model, it is recommended to survey similar industry and test quantitatively using statistical methods. However, further research can be used in other industries that might yield different results. Besides, this research can also be developed in the supporting process categories. Practical implications This study provides a practical guide for SMEs to identify their current growth stage, and implement the measurement of business process maturity level. Maturity level standard at every growth stage can be used in determining the priority of business process improvement to drive organisational growth. Originality/value Through this research, the BPMM method was developed to enable SMEs to implement a self-evaluation process without seeking external assistance and assess their needs through a clear and understandable scale allowing for further development of the business. By using this method, SMEs can manage their business processes maturity level to encourage its growth.

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.

scholarly journals ASSESSING ANALYTICS MATURITY LEVEL IN THE INDONESIAN TAX ADMINISTRATION: THE CASE OF COMPLIANCE RISK MANAGEMENT

Scientax ◽  
2021 ◽  
Vol 2 (2) ◽  
pp. 199-217
Author(s):  
Gitarani Prastuti ◽  
Lasmin
Keyword(s):  
Tax Administration ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Compliance Management ◽  
Analytic Process ◽  
Economic Background ◽  
Directorate General ◽  
Advanced Analytics ◽  
Further Development

Using Grossman (2018)’s Analytic Process Maturity Model (APMM) Framework, we examine the maturity level of advanced analytics development related to taxpayer compliance management in the Indonesian Tax Administration, Directorate General of Taxes (DGT). The framework helps to indicate room for improvement within revenue bodies to allow the organisation to become more analytics-driven in dealing with the COVID-19 crisis and in the future. The results suggest that the organisation has reached a maturity level of 4.43 and capable of applying from enterprise-wide data analytics. To establish an analytics-driven organisation, remedial works are required to upgrade the current maturity level. Revenue authorities that have similarities in the economic background, compliance structure, and maturity level could acquire valuable lessons from Indonesia’s experience that could be considered in the further development of advanced analytics within taxpayer compliance management.

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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