Abstract
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.
Highlights
Business process management (BPM) has so far been the driving force behind the optimization and the growth of the operational efficiency of companies (Davis and Brabänder 2007; Dumas et al, 2018)
The research approach is based on two stages: (1) a literature study to identify the most important limitations of available business process management maturity models (BPM MMs) in the context of digital transformation requirements that need to be eliminated, and (2) development of a theoretical framework of the BPM maturity assessment process integrated into BPM implementation, as well as one which meets the requirements of digital transformation
BPM MMs allow for the assessment of the current BPM maturity of the organization and/or individual groups of processes and, on this basis, comparison with the competition and planning of further management activities
Summary
Business process management (BPM) has so far been the driving force behind the optimization and the growth of the operational efficiency of companies (Davis and Brabänder 2007; Dumas et al, 2018). BPM cannot focus solely on classical planning techniques – it requires a holistic approach that takes into account the social aspects of the business environment, such as corporate strategies, organizational policies, communication, and cooperation (Kir and Erdogan 2021). Such an approach requires understanding the nature of business processes (BPs) from the point of view of their unpredictability and knowledge intensity, which in turn allows for their correct classification and provides the basis for their more accurate and effective management
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