This article analyses the concepts of the Business Process Management lifecycle and maturity. Depending on the author, a different level of detail and structure is distinguished within the cycle, but one that maintains the optimal structure size and has been developed by practitioners in the Business Process Management field is the Association of Business Process Management Professionals model. Numerous Business Process Management maturity models that evaluate one or more factors' dimensions are created, as the Rosemann and Bruin model has been chosen as a supporting model for this area, which allows not only to evaluate strengths and weaknesses of the current situation, but also to create improvement guidelines and make a comparison with other organizations or processes. In order to identify Business Process Management lifecycle and maturity models' dependability of features, an empirical research was carried out in Lithuania's commercial banks sector by conducting an anonymous survey of owners and participants of the main processes (sales, customer service, risk management, IT and quality control). The article reveals summarised Business Process Management maturity assessment results and an analysis of all participating banks. According to research data, the Business Process Management lifecycle and maturity models have been integrated, and guidelines for application of the models have been prepared using the continuous improvement concept. The article also covers the Business Process Management maturity house model created by the authors.
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.
The concept of process management is currently becoming one of the key new directions of improvement of organizational performance and the theory of management. Identification and speedy implementation of changes are particularly topical issues in the context of the present-day global crisis. The article considers the issues of process management and change implementation in an organization through business process outsourcing and identifies the principal sources of risk. The authors present a model of process reengineering and change management for the purpose of a successful implementation of business process outsourcing projects; the model's application could provide organizations with additional possibilities of identification and assessment of the possible risks relating to implementation of business process outsourcing. A conclusion is drawn that the proper choice and implementation of the model and strategy of business process outsourcing and reengineering may enhance the organization's competitiveness.
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