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 Nivel de madurez de los procesos de la gestión de servicios en base a BPM - Maturity level in Management Services Processes’ based on BPM

2011 ◽  
pp. 143-154
Author(s):  
Joseph Cruz ◽  
Daniel Lévano
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Level ◽  
Technology Infrastructure ◽  
Information Technology Infrastructure ◽  
Sobre Todo ◽  
Buenas Prácticas ◽  
Management Services

Las empresas, a nivel global, tienden a una mayor dependencia de las Tecnologías de la Información (TI), no solo para el mantenimiento operativo de las instancias de la organización, sino también para el aumento de valor a la empresa por medio de la explotación de datos y sobre todo bajo el análisis y optimización de sus procesos. La metodología Business Process Management (BPM), al combinarlas con las buenas prácticas propuestas por Information Technology  Infrastructure Library (ITIL), permite la posibilidad de aumentar el valor de la entidad por medio de la mejora y adaptación de los procesos desde una perspectiva más ágil, automatizada y robusta con la capacidad de adaptación al cambio, permitiendo a las organizaciones orientar sus procesos al cliente.

scholarly journals Determining the Level of Maturity of the Business Process Management System on the Example of an Agro-Industrial Enterprise

2020 ◽  
Vol 12 (515) ◽  
pp. 446-454
Author(s):  
Dongcheng Wang ◽  
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Current Level ◽  
Industrial Enterprise ◽  
Maturity Model ◽  
Characteristic Features ◽  
Four Levels

The article is aimed at determining the level of maturity of the business process management system of an agro-industrial enterprise. The existing common approaches to assessing the maturity of the business process management system are identified, their defining features are determined. A definition of maturity of the business process management system of the enterprise is made. The features of the process and enterprise maturity model (PEMM) developed by M. Hammer are described in detail. Four levels of business processes that form the system according to the Hammer model are characterized. The aspects and directions of research of maturity of the business process management system of enterprise according to the PEMM model by M. Hammer are specified. The scale of assessment of the level of maturity of the business process management system of enterprise according to certain criteria is provided. The procedure for assessing the maturity level of the business process management system of the enterprise under research is described and a scale is provided that helps to determine the current level of maturity of the system from the very low to the very high (five such levels are defined in general). Descriptions of the levels of business processes according to the PEMM model are specified in terms of the aspects of Projecting, Contractors, Process Owner, Infrastructure and Indicators. For each aspect, an assessment of the business process management system of the enterprise under research was carried out. The results are presented both by a separate direction and by each aspect of the assessment of the maturity of the business process management system of enterprise. For each aspect of the assessment of the system maturity, the characteristic features are determined, the main disadvantages and achievements are indicated. On the basis of the determined estimates of the business process management system of the enterprise under research, an assessment of the maturity of the business process management system of this enterprise in view of certain aspects is computed, as well as its current level is defined. To identify the most problematic areas in the business process management system, the existing level of maturity of the system is depicted using a petal chart. The main directions of further improvement of the existing system are defined.

scholarly journals Maturity Business Process Management at Companhia Energética de Minas Gerais

2021 ◽  
Vol 16 (04) ◽  
pp. 115-136
Author(s):  
Mayra Evangelista Neves ◽  
Fernando Silva Parreiras ◽  
Eric de Paula Ferreira ◽  
Fábio Corrêa
Keyword(s):  
Business Process ◽  
Structural Equation ◽  
Business Process Management ◽  
Process Management ◽  
Theoretical Perspective ◽  
Minas Gerais ◽  
Equation Modeling ◽  
Maturity Model ◽  
Provision Of Services ◽  
And Control

Purpose: This study aims to assess the maturity of Companhia Energética de Minas Gerais in business process management. Theoretical framework: Business Process Management is an alternative to the standard departmentalized structure. This alternative presents Maturity in Processes as the degree of explicit definition, management, measurement, control and effectiveness that a process has. Thus, this Maturity excels in assessing the current situation in order to direct improvement initiatives and control the development of what is being measured. Design/methodology/approach: Data was collected through a questionnaire, obtaining a sample of 729 respondents, and the data was analyzed using the structural equation modeling technique. Findings: The company being studied is at level 4, and is called quantitatively managed, where the promotion of actions to recognize those responsible for the processes and alignment of information systems to customer needs are some of the actions needed to increase this stage. Research, Practical & Social implications: Through the maturity identified, Companhia Energética de Minas Gerais can promote actions to improve its processes, resulting in social impacts arising from the provision of services to the community. Originality/value: From a theoretical perspective, this study contributes by making use of a maturity model and by showing its results for comparisons between companies; because, empirically, it contributes to that company so that it is aware of its current stage and actions to increase that stage. Keywords: BPM; business process management; BPMMM; maturity model; electrical sector.

scholarly journals THE FIVE STAGES OF BUSINESS PROCESS MANAGEMENT MATURITY MODEL

MEST Journal ◽  
2019 ◽  
Vol 7 (2) ◽  
pp. 49-54
Author(s):  
Ernad Kahrovic ◽  
Nada Vignjevic Djordjevic
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Model

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.

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