Business Process Management (BPM) is a topic that is generating a level of interest in both academic and business circles. The issues and problems that are associated with implementing and gaining support for BPM within organisations are well known. BPM maturity, however, is something that organisations aspire to – but know little about. Research to date indicates that many organisations do not progress past very rudimentary levels of BPM maturity. This is likely due to BPM being seen as a complex and complicated issue.
This research looks at what successful organisations see as being key to BPM and what organisations that are unsuccessful in BPM implementation consider being the issues that contributed to their failure. BPM is defined as a holistic management practice that includes the alignment of processes with the corporate strategy and especially with strategic and operational goals. Whilst the use of both methodologies and information technology, as supporting and enabling functions, is important for BPM, organisational and cultural change is identified as one of the critical success factors for BPM implementations.
This research focuses on defining BPM maturity in a meaningful and measurable way. It addresses the complexity of BPM maturity be firstly defining what BPM maturity means and then developing a model that can be used to measure current levels of maturity. In addition, BPM-related benefits are identified, such as increased effectiveness, efficiency, or quality. Increased BPM maturity is characterised as being correlated with an increased probability of achieving these benefits. An increased maturity can lead to a decreased gap between objectives and a current situation. Objectives are also more likely to be met due to less varying results and, therefore, greater ability to predict results. The organisation-wide deeper understanding of how the business is conducted results in work being more consistent and repeatable and as a result more effectively and efficiently. Other benefits of the model are the ability of the organisation to determine strengths and weaknesses in current applications. In doing this, the organisations see benefits in being able to expand knowledge sharing within the organisation by learning from the successes within its own self.
Inhaltsverzeichnis (Table of Contents)
- 1 Introduction
- 1.1 Motivation
- 1.2 Research Objective and Research Questions
- 1.3 Structure of the Thesis
- 2 Literature Review
- 2.1 Business Process Management
- 2.1.1 Definition and Classification of Business Processes
- 2.1.2 Business Process Lifecycle Management
- 2.1.3 Definition of Business Processes Management
- 2.1.4 Business Process Management Drivers and Benefits
- 2.1.5 Business Process Management Implementation Approaches
- 2.1.6 Critical Factors for Success or Failure of Business Process Management
- 2.1.7 Conclusions
- 2.2 Maturity
- 2.3 Maturity Models and Approaches
- 2.3.1 Maturity Models
- 2.3.2 Maturity Approaches
- 2.3.3 Comparison and Evaluation
- 2.3.4 Contribution to a Business Process Management Maturity Model
- 2.4 Conclusions
- 3 A-priori Business Process Management Maturity Model
- 3.1 Purpose of the Model
- 3.2 Maturity in the Context of the Model
- 3.2.1 Generic Maturity Levels
- 3.2.2 Criteria for Measuring Maturity
- 3.2.3 Generic Stage Requirement
- 3.3 Business Process Management Maturity Dimensions
- 3.3.1 Factors
- 3.3.2 Perspectives
- 3.3.3 Organisational Scope
- 3.3.4 Time Scope
- 3.4 4-Dimensional Business Process Management Maturity Framework
- 3.5 Independent and Dependent Variables
- 3.6 Application of the Model
- 3.7 Evaluation of Maturity
- 3.8 Comparison of the BPMM Model and the BPMM Benchmark
- 3.9 Conclusions
- 4 Research Methodology
- 4.1 Introduction
- 4.2 Case Study
- 4.2.1 Unit of Analysis
- 4.2.2 Generalisation
- 4.2.3 Reliability and Validity
- 4.2.4 Data Collection and Analysis
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This research aims to define and measure Business Process Management (BPM) maturity within organizations. It seeks to develop a model that can be used as a diagnostic tool to assess current BPM maturity levels and guide organizations towards improvement. The model focuses on identifying key factors influencing BPM success and providing a framework for strategic progression.
- Defining and measuring BPM maturity
- Developing a diagnostic model for assessing BPM maturity
- Identifying key factors influencing BPM success and failure
- Creating a framework for strategic BPM improvement
- Linking BPM maturity to organizational benefits
Zusammenfassung der Kapitel (Chapter Summaries)
1 Introduction: This chapter introduces the topic of Business Process Management (BPM) and its growing importance. It highlights the lack of understanding regarding BPM maturity and the need for a model to assess and improve it. The chapter establishes the research objectives and outlines the structure of the thesis, setting the stage for the subsequent investigation into developing a practical and applicable BPM maturity model.
2 Literature Review: This chapter provides a comprehensive overview of existing literature on Business Process Management, including definitions, classifications, lifecycle management, drivers, benefits, and implementation approaches. It explores critical success and failure factors, delving into the concept of "maturity" and analyzing various maturity models and approaches. The chapter culminates in a discussion of the gaps in existing models and how this research will contribute to a more comprehensive understanding of BPM maturity.
3 A-priori Business Process Management Maturity Model: This chapter details the development of a new BPM maturity model. It explains the model's purpose, defines maturity within the model's context, and outlines the criteria for measuring maturity. The chapter introduces the model's dimensions, including factors like information technology, culture, methodology, accountability, and performance, providing a detailed explanation of their interrelationships and how they contribute to overall BPM maturity. The chapter also explains the application and evaluation of the model, comparing it to existing benchmarks. The framework aims to provide a structured approach to diagnosing and improving BPM capabilities within organizations.
4 Research Methodology: This chapter outlines the research methodology employed to validate the proposed BPM maturity model. It details the chosen case study approach, explaining the unit of analysis, generalization strategy, and measures to ensure reliability and validity. The chapter describes the data collection and analysis methods used to assess the practicality and effectiveness of the model in real-world organizational settings. This methodological rigor underpins the credibility and applicability of the findings presented in the thesis.
Schlüsselwörter (Keywords)
Business Process Management (BPM), BPM Maturity, Maturity Model, Organizational Change, Process Improvement, Diagnostic Tool, Case Study, Methodology, Accountability, Performance, Information Technology, Culture.
Frequently Asked Questions: A-priori Business Process Management Maturity Model
What is the overall purpose of this document?
This document provides a comprehensive preview of a thesis focused on developing and validating a new Business Process Management (BPM) maturity model. It includes the table of contents, research objectives, key themes, chapter summaries, and keywords. The purpose is to offer a structured overview of the research and its findings for academic use.
What are the key themes explored in the thesis?
The key themes revolve around defining and measuring BPM maturity within organizations. The research aims to develop a diagnostic model to assess current BPM maturity levels and guide organizations towards improvement. Key aspects include identifying factors influencing BPM success, creating a framework for strategic improvement, and linking BPM maturity to organizational benefits.
What is the structure of the thesis?
The thesis is structured into four main chapters: Chapter 1 (Introduction) sets the context and objectives. Chapter 2 (Literature Review) examines existing BPM literature and maturity models. Chapter 3 (A-priori Business Process Management Maturity Model) details the development of the proposed new model. Chapter 4 (Research Methodology) outlines the methodology used to validate the model.
What is the proposed BPM maturity model?
The thesis proposes a new, four-dimensional BPM maturity model. This model aims to provide a structured approach to diagnosing and improving BPM capabilities by considering factors such as information technology, culture, methodology, accountability, and performance. The model offers criteria for measuring maturity and a framework for strategic progression.
How is the proposed model validated?
The model's validity is assessed through a case study approach. The research methodology chapter details the unit of analysis, generalization strategy, and measures taken to ensure reliability and validity. Data collection and analysis methods are employed to assess the model's practicality and effectiveness in real-world organizational settings.
What are the key findings or contributions of this research?
The key contributions are the development of a novel four-dimensional BPM maturity model, a structured methodology for its application and validation, and insights into the critical factors influencing BPM success and failure within organizations. The model aims to provide a practical diagnostic tool for organizations seeking to improve their BPM capabilities.
What are the keywords associated with this research?
The keywords include Business Process Management (BPM), BPM Maturity, Maturity Model, Organizational Change, Process Improvement, Diagnostic Tool, Case Study, Methodology, Accountability, Performance, Information Technology, and Culture.
What is the intended audience for this document?
This document is intended for academic use, supporting analysis of themes within a structured and professional manner. It serves as a preview of the complete thesis.
Where can I find the complete thesis?
The complete thesis is not included in this preview. Further information on accessing the complete work would need to be sought from the relevant publishing company or academic institution.
- Quote paper
- Tapio Hüffner (Author), 2004, The BPM Maturity Model. Towards a Framework for Assessing the Business Process Management Maturity of Organisations, Munich, GRIN Verlag, https://www.grin.com/document/33497
