Peculiarities Of The Business Process Management Lifecycle At Different Maturity Levels: The Banking Sector’s Case

Abstract

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.

An analysis of BPM lifecycles: from a literature review to a framework proposal

“…With the exception of the model proposed by Weske (2007), all others project the automation of business processes. Another common observed in the models is that most models studied emphasize and/or project the automation of business processes, which is not addressed in the ABPMP model (Ruzevicius et al, 2012). With regard to question Q3, few life cycle models studied included the planning phase and those that did presented little emphasis on strategy in defining process architecture.…”

Balanceo de cargas de trabajo para un proceso de otorgamiento de créditos con enfoque Business Process Management

“…En la última década, cuando los bancos se dieron cuenta de la necesidad de mirar sus negocios desde el enfoque de la gestión de los procesos, se involucraron en numerosos proyectos de optimización de procesos de negocios y de reingeniería, para hacer que sus organizaciones fueran más eficientes, y diseñaron diferentes metodologías para identificar sistemáticamente las posibles debilidades en los procesos de manera más eficiente y efectiva (Becker et al, 2010). Ruževičius et al (2012) refieren estudios realizados para bancos comerciales de Lituania con los participantes de los principales procesos (ventas, servicio al cliente, gestión de riesgos, ti y control de calidad), que integran los modelos de ciclo de vida y de madurez de bpm; adicionalmente, proponen pautas para la aplicación de los modelos utilizando el concepto de mejora continua. Así mismo, otros autores han propuesto la fundamentación teórica de la gestión de procesos de negocio bpm, abarcando teorías de contingencia, capacidades dinámicas y ajuste de tecnología de tareas, identificando los factores críticos de éxito en un estudio de caso del sector bancario (Trkman, 2010).…”

Explicando los efectos económicos y ambientales de la calidad de vida sobre la retención de la población en residencias rurales

“…In fact, quality of life can be defined differently under the effects of the individual's mental and physical health, freedom, and social relations with the environment, plus other factors including personal satisfaction, dimensions of life and etc. (Ruževičius, 2012).…”