Evaluating Business Process Maturity Models

Looy, Amy Van; Poels, Geert; Snoeck, Monique

doi:10.17705/1jais.00460

Cited by 38 publications

(29 citation statements)

References 27 publications

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“…Capability frameworks also offer a common ground and a well-defined scope for academic discourse. Hence, many BPM capability frameworks and maturity models have been proposed (van Looy et al 2017). A seminal pragmatic framework is included in Hammer's (2007) Process and Enterprise Maturity Model.…”

Section: Introductionmentioning

confidence: 99%

“…Built on this foundation, the third stream aims at designing methods and tools that assist organizations in BPM capability development. This includes BPM maturity models, decision models for prioritizing BPM projects, and tools for selecting BPM maturity models (Lehnert et al 2016;van Looy et al 2017).…”

Section: Introductionmentioning

confidence: 99%

“…This framework, which was also established using the Delphi method, includes 30 capability areas grouped according to the core elements of BPM. Related publications have been cited more than 1000 times according to Google Scholar, and the framework has been adopted by several companies (van Looy et al 2017). The framework has been used to structure the Handbook on BPM (Rosemann and vom Brocke 2015a, b), to classify real-world BPM success stories (vom Brocke and Mendling 2018), and as a foundation for many other BPM capability models.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

An Exploration into Future Business Process Management Capabilities in View of Digitalization

et al. 2020

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Business process management (BPM) is a mature discipline that drives corporate success through effective and efficient business processes. BPM is commonly structured via capability frameworks, which describe and bundle capability areas relevant for implementing process orientation in organizations. Despite their comprehensive use, existing BPM capability frameworks are being challenged by socio-technical changes such as those brought about by digitalization. In line with the uptake of novel technologies, digitalization transforms existing and enables new processes due to its impact on individual behavior and needs, intra- and inter-company collaboration, and new forms of automation. This development led the authors to presume that digitalization calls for new capability areas and that existing frameworks need to be updated. Hence, this study explored which BPM capability areas will become relevant in view of digitalization through a Delphi study with international experts from industry and academia. The study resulted in an updated BPM capability framework, accompanied by insights into challenges and opportunities of BPM. The results show that, while there is a strong link between current and future capability areas, a number of entirely new and enhanced capabilities are required for BPM to drive corporate success in view of digitalization.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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An Exploration into Future Business Process Management Capabilities in View of Digitalization

et al. 2020

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“…Usually, companies resort to maturity models/tools to evaluate the current state of their company in diverse areas [27,28]. A maturity model attends as a guide for the company, allowing the organization to identify its behavior in different areas, in order to maximize its performance [29].…”

Section: Overviewmentioning

confidence: 99%

Industrial Symbiosis Implementation Potential—An Applied Assessment Tool for Companies

Azevedo¹,

Ferreira²,

Dias³

et al. 2021

Sustainability

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A successful and broad implementation of industrial symbiosis (IS) initiatives is highly related to stakeholder’s involvement and technical considerations on its process’ development. This paper presents a mixed research study (quantitative and qualitative) focusing on the development of a dedicated tool based on sequential modules’ that support companies in the assessment of their potential to develop and implement IS scenarios. The first module considers the identification and characterization of the economic activity of the company to support an IS contextualization analysis. The second module provides the evaluation of the company’s current state, allowing key intervention areas to be defined. The third module focuses on the assessment of the potential scenarios for synergies implementation based on an economic benefit comparison of different valorization scenarios regarding the available surplus or waste. Complementarily, a SWOT analysis for the identification of the internal strengths and weaknesses, the external opportunities and threats associated with the IS process implementation is presented. The final output compiles qualitative and quantitative results regarding each module. The presented tool is currently under validation at industrial case studies. The preliminary results show the high applicability of the proposed tool in order to support decision making processes on surpluses valorization scenarios selection.

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“…Business Process Management Maturity Models (BPM MM) are used to determine the current status of the implementation of BPM in an organization and are the basis for planning and increasing its effectiveness (Couckuyt and Van Looy 2020 ; Van Looy et al 2017 ; Tarhan et al 2015 ; Van Looy 2013 ; Roeglinger et al 2012 ; Poeppelbuss and Roeglinger 2011 ; Gottschalk 2009 ; Becker et al 2009 ; de Bruin et al 2005 ). Incorrect assessment of maturity means that both the ongoing management based thereon and the implementation of the organization's development do not fully use its potential and may even inhibit this development or, in extreme cases, even pose a threat to the existence of the organization.…”

Section: Introductionmentioning

confidence: 99%

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

Szelągowski

Berniak-Woźny

2021

Inf Syst E-Bus Manage

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For 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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Evaluating Business Process Maturity Models

Cited by 38 publications

References 27 publications

An Exploration into Future Business Process Management Capabilities in View of Digitalization

An Exploration into Future Business Process Management Capabilities in View of Digitalization

Industrial Symbiosis Implementation Potential—An Applied Assessment Tool for Companies

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

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