Business Process Maturity Model Research Articles

Exploring the Limitations of Business Process Maturity Models: A Systematic Literature Review

Business Process Maturity Models (BPMM) offer organizations an approach to improving business processes. However, criticism of the usefulness of BPMMs in improving operational efficiency exists in the literature. Hence, a systematic literature review was conducted, thematically analyzing forty-seven studies about BPMMs. The paper provides an in-depth understanding of the limitations and the extent to which these problem areas have been addressed, aiming to provide a foundation for future research in improving the usefulness of BPMMs.

Validation of a Maturity Model for Applied R&D: Adding Value to Business

EMBRAPII was developed and has been using a maturity model since 2014 to help accredited research groups to reach high performance when conducting applied research to industry. Although the benefits of using such a model have already been demonstrated on many occasions, the model has not been subjected to full scrutiny and formal validation. To do so, a validation procedure is proposed to answer four questions: 1) whether the EMBRAPII model congregates the expected features of this class of evaluation tools, 2) whether the implemented tool complies with its design principles, 3) how the model results benefit research groups and 4) how the achieved maturity relates to group goals and results. The first two questions were answered through a cross-analysis between the model characteristics and well-known conceptual references. To answer question 3), a survey was conducted to verify the user's perceptions about the model. To answer question 4), a set of key performance indicators (KPIs) was compared with achieved maturity levels. Results show that the discussed model complies with the fundamental characteristics of business process maturity models and provides clear evolution guidance to research groups, not only about the improvement of processes but also on business results expressed by KPIs.

The Influence of Business Process Management System Implementation on an Organization’s Process Orientation: A Case Study of a Financial Service Provider

ABSTRACT This study investigates the influence of Business Process Management System (BPMS) implementation on an organization’s process orientation through a case study of a financial service provider. Business process maturity models are utilized to capture change in process orientation. Explorative data analysis, Bayesian ordinal regression, and structured interviews are employed for the analysis. Findings suggest that a successful BPMS introduction positively influences diverse aspects of process orientation, extending both process and organizational capabilities beyond process automation.

Assessment of Business Process Maturity Model in Culinary SMEs as a Pre-Stage of Enterprise Resource Planning Implementation

The SMEs sector is predicted to have a surplus of ERP implementation projects in 2024, with 60% of the total implementation projects. However, the ERP implementation growth cannot be separated from the threat of project failure (35%) and project delays (55%). This study measured the maturity of business processes as a pre-implementation stage to reduce the risk of ERP implementation failure. The object studied was three culinary SMEs in Yogyakarta. This paper used McCormack’s theory of business process management maturity model, combined with the ICT maturity model developed by Pham. The assessment showed that the three SMEs were at the lowest level of business process maturity, the ad hoc level. Meanwhile, the ICT maturity varies from inactive to substantial. However, SME A had the eligibility to implement an ERP system but first needed to perform the business process re-engineering. The recommendations were designed for SME A to enhance its business process flow by proposing a business process based on the best practice process used by ERP system providers.

Алгоритм применения модели процессной зрелости для совершенствования бизнес-процессов организации

Business process management contributes to the effective operation of an organization with greater customer focus and a high level of productivity. These advantages have the potential to overcome the high level of competition; however, optimizing business processes in specific organizations is a challenge. Improving processes requires accounting for many aspects; therefore, many companies experience difficulties in managing business processes. Many practitioners and scholars work on developing business process maturity models to help organizations gradually implement business process management for specific processes and/ or for an entire portfolio of processes. The article considers the most popular maturity models. An algorithm for applying these models is developed. Theoretical principles for the development of the algorithm are represented. This algorithm allows for an ongoing maturity assessment. Based on the obtained results, the most appropriate maturity model for further optimization of business processes can be selected. Possibilities of subsequent application of the developed algorithm are considered.

ADVANCING THE QUALITY OF BUSINESS PROCESS MATURITY MODELS

ABSTRACT Over the years, academia has developed and published various business process maturity models (BPMMs) that supposedly assist companies in systematically identifying, evaluating, and improving their capabilities. However, as several authors have previously indicated, the quantity of the published models may not always meet the required quality. To examine whether these views are justified, this paper performs a publication outlet and citation analysis for articles from 1990 to 2019. The results show that BPMMs are predominantly published in less-recognized journals and are less frequently cited than other works in the domain of business process management. This finding highlights the need for improvement and motivates the derivation of criteria that help to enhance the quality of BPMMs. The presented criteria are particularly valuable for (1) researchers seeking to publish more transparent and replicable BPMMs and (2) reviewers deciding whether the models should be published. Eventually, they will likewise facilitate model application and dissemination in business practice. Keywords business process; maturity model; publication outlets; citation analysis; quality; criteria

How to Enhance Intellectual Property Business Organizations’ Capabilities? A Business Process Maturity Perspective

The organizational performance of intellectual property management departments is often subjective and not easy to evaluate in a traditional way. The software development department is similar to the intellectual property management department, as both are highly autonomous, rely heavily on professional manpower, and provide professional services. It is also difficult to use traditional factors to evaluate their competitiveness and success. Generally, the capabilities of the software development department can be evaluated by the Capability Maturity Model (CMM). The higher the maturity is of the organizational capability of the department or company, the better is the work performance. This research refers to the concept of CMM to evaluate the capability maturity of an intellectual property management organization and the key success factors of the Business Process Maturity Model (BPMM) to analyze and discuss such an organization. In this research, we use Analytic Hierarchy Process (AHP) as an analysis tool. We analyze and compare In-house IP group and Law Firm IP group; their performance is mostly considered to be related to personal profession and is often regarded as difficult to evaluate. The capabilities that determine the overall maturity of an organization are usually not easily distinguished. Therefore, it is difficult to use a unified standard to measure the completion time and cost of a case. This is what the two different intellectual property management organizations have in common.

BUSINESS PROCESS MATURITY MODEL FOR DIGITAL TRANSFORMATION: AN ACTION DESIGN RESEARCH STUDY ON THE INTEGRATION OF INFORMATION TECHNOLOGY

Business Process Maturity Models (BPMMs) receive growing attention within digital transformation to evaluate the maturity level of business processes regarding specific capabilities. However, existing models are primarily descriptive, with limited prescriptive features and guidance to improve the current state. Besides, the assessment methods of popular BPMMs do not adequately reflect the indispensable role of information technology (IT), i.e., IT systems and information flow, for business process management (BPM) and process performance. Motivated by a research project with an industry partner, we apply the practice-oriented Action Design Research methodology to introduce our comprehensive and prescriptive “BPMMxIT” maturity model that integrates the IT and BPM perspectives. This study details the development and application procedures and provides generalised design principles to evaluate process performance and capability maturity for digital transformation. Transparency and reproducibility are facilitated by extensive supplementary material. Finally, theoretical implications and pivotal directions for organisational practice and further research are outlined.

An exploration of green business process maturity based on ecolabels

PurposeThe discipline of business process management (BPM) is challenged by investigating how work is performed in organizations while simultaneously recognizing preeminent environmental issues. Although organizations have become more open to the ecological impact of business processes through Green BPM, research in this field and guidance for practitioners remains relatively limited. Therefore, this study aims to extend and translate the conventional perspective on business process maturity towards green business process maturity levels.Design/methodology/approachThe authors bridged product-focussed and process-focussed environmental management practices by surveying ecolabels against theoretical capability areas for business process maturity. Since ecolabels are instruments to develop environmental-friendly products and services, the authors looked at the underlying processes to produce such green outcomes. By surveying 89 ecolabel organizations, the authors had indirectly access to an international set of companies, operating in distinct industries and producing a wide variety of green products and services.FindingsThe authors statistically uncovered a classification of four groups of ecolabels based on the process capabilities, each representing a distinct green business process maturity level. The four levels are “Green BP immaturity”, “Green BPL maturity”, “Green BPM maturity” and “Green BPO maturity” and align with well-established concepts in the business process literature and profession.Originality/valueScholars are encouraged to elaborate on the identified maturity levels in order to build and test a green business process maturity model, whereas practitioner-related advice is provided based on possible green business process maturity journeys towards excellence.

Influence of Business Process Maturity Model as a Business Architecture Planning Proposal

This research is a part of previous research that succeeded in producing business model architecture planning, the purpose of this study was to develop previous research using the measurement method of business model maturity as a proposed business model architecture planning concept. By taking the same case study theme as the Tiara Payung Putra (TPP) company. TPP is known as a distributor company in cooperation with Pertamina (Bulk LPG Freight and Filling Station). TPP's main business activity is distributing goods in the form of LPG to 76 bases spread across Balaraja district. The current condition of the business model architecture illustrates the business activities that exist in the TPP. The main problems that occur in TPP are not integrating external systems with internal business activities in the company, and lack of IT resource support. For this reason, the Business Process Maturity Model is needed as a benchmark, which can be proposed as a business architecture planning concept. The business process maturity model process is supported by data validation obtained through respondents, namely business stakeholders in TPP, the process for validating the data by distributing the Assessment questionnaire consisting of 8 Parts the Business Process Assessment model, and 3 Parts for IT Application Readiness Assessment. support of the Enterprise Architecture Planning (EAP) Framework method which focuses on the business model architecture domain. The architecture of the business model illustrates how TPP carries out business activities and functions to achieve its objectives. The results of this study produce the proposed business model architecture planning concept in the form of Business Model Maturity Level Measurement, the IS / IT architecture concept, and the Business Architecture Planning roadmap, which are beneficial for the Tiara Payung Putra (TPP) company for the business model architectural planning

Utilization of the Business Process Maturity Model as a Proposed Architectural Planning of Business Model Concept

This research is a part of previous research which succeeded in producing business model architecture planning, the purpose of this research is to develop previous research using business model maturity measurement methods as a proposed business model architecture planning concept. By taking the same case study theme as Tiara Payung Putra (TPP) company. TPP is known as a distributor company in cooperation with Pertamina's (Bulk LPG Filling and Filling Station). TPP's main business activity is to distribute goods in the form of LPG to 76 bases spread across the Balaraja district. The current condition of the business model architecture illustrates the business activities that exist in the TPP. The main problems that occur in the TPP are not integrated the external system with internal business activities in the company, and the lack of IT resource support. For this reason, the Business Process Maturity Model is needed as a benchmark, which can be proposed as a business architecture planning concept. Support for the Enterprise Architecture Planning (EAP) Framework method focuses on the business model architecture domain. The architecture of the business model illustrates how TPP carries out business activities and functions to achieve its objectives. The results of this study produce proposed business model architecture planning concepts in the form of Business Model Maturity Level Measurement, SI / IT architecture concepts, and Business Architecture Planning roadmap, which are beneficial for Tiara Payung Putra (TPP) company for business model architecture planning.

Business Process Maturity Models Research: A Systematic Literature Review

Business Process Maturity can be defined as the „degree of explicit definition, management, measurement, control and effectiveness” of organisational processes (Humphrey, 1987, p. 1- 13) or their ability to systematically provide better business results (McCormack, Johnson, 2001, p. 12). The practical implementation of the above concept is reflected trough Business Process Maturity Models (BPMMs). They have been designed in order to enable companies to shift their business process management from „as-is” state, where process are undefined and underperforming to a desired „to-be” state, in which processes are being continuously improved. The available literature proofs that many review papers on BPMMs, in particular those issued before 2010 lacks an extensive set of systematic literature review or analysis criteria. For example, the authors didn’t pay attention whether the analysed models focused on a single process, a specific group of processes or all organisational processes. Often, there was also no distinction between organisational and process maturity, which appeared in the analysed models as separate concepts, or different types of maturity (e.g. process, project, supply chain, etc.). Some systematic attempts for analysing BPMMs were undertaken by e.g. A. Van Looy (2010, p. 687-697), M. Rosemann and J. vom Brocke (2010, pp 105-122), as well as M. Röglinger, J. Pöppelbuß and J. Becker (2012, p. 328-346), however still significant limitation of these research can be enumerated. As a result of the identified research gap, this papers aims at performing a systematic literature review based on transparent and sound criteria. The paper is divided into three main parts. The first part (introduction) focuses on presenting briefly the „state-of-the-art” regarding the Business Process Maturity Models research. The second part provides insights into the methodology of performing the systematic literature review. Finally, the last part of the paper discusses the results of the performed study and resulting conclusions.

Capabilities for managing business processes: a measurement instrument

PurposeWell-founded measurements are of high value because a better connection between business process management (BPM) and maturity models (MMs) improves an organization’s performance. Although MMs are appropriate tools for organizations to manage their business processes and, therefore, enjoy popularity, most of these models suffer from their foundation, validation and/or capability coverage. The purpose of this paper is to address this issue by providing metrics to measure and manage business processes.Design/methodology/approachA high-standard and multistaged procedure was followed to systematically develop and validate the measurement instrument involving international academics and practitioners across four continents. Different rounds were used for item identification, item selection, item revision, instrument preparation (pretest and pilot) and instrument application using partial least squares structural equation modeling.FindingsThe instrument measures 4 main capability areas, 13 subareas and 62 items. The work explains how to conduct BPM assessments in a more theoretically sound way and reports on the instrument’s development to show high levels of construct validity, content validity and reliability.Research limitations/implicationsThe author provides a rigorous and more evidence-based instrument, facilitating the BPM discipline’s need of empirical research.Practical implicationsThe author proposes parameters to configure the instrument.Originality/valueServing as a reference framework, the instrument strengthens BPM’s empirical and theoretical foundations. Since the instrument is free for scholars and practitioners, the author illustrates the research streams and business situations in which the instrument can be applied (in full or in part). This paper paves the way for transforming the instrument into an optimization MM with advice or improvement paths, bridging the gap between theory and practice.

The adaptation of business process management maturity models to the context of the knowledge economy

PurposeThe purpose of this paper is to investigate whether the current business process management (BPM) maturity models meet the requirements of evaluating organizations in the knowledge economy (KE) which manage processes in a dynamic way.Design/methodology/approachIn this study, a content analysis of the OMG (2008) Business Process Maturity Model and ten research papers on the practical application of business process management maturity models was conducted. The nature of the study is descriptive and based solely on information from secondary data sources.FindingsThe research results reveal that the current BPM maturity models do not correspond with the knowledge-based organizations and take into account knowledge-intensive (usually dynamic) processes in a very limited way. That is why the adaptation of the current BPM maturity models to the KE is needed.Originality/valueThis paper contributes to the BPM theory and practice in two ways. First, it provides an enhanced insight into the requirements of the KE toward BPM and BPM maturity models by distinguishing between static and dynamic processes. Second, it formulates the recommendations on possible ways of adapting the current BPM maturity models to the requirements of the KE.

Business Process Maturity Level of MSMEs in East Java, Indonesia

The purpose of this research is to evaluate the degree of Micro, Small and Medium Enterprises (MSMEs)’s in East Java using business process maturity model. McCormack model is fine to use for assessing the MSME’s business process that brings out the business process maturity level of MSMEs. On the ninth element of information systems support on BPOM model, we try to adjust the questionnaire items based on the condition of MSMEs in Indonesia which still lagging in the implementation of IT, so it is directing to the concept of IT readiness model by combining the state of IT infrastructure and application of MSMEs. This research also assessing the IT readiness of MSMEs and analyze the result by comparing with the level of maturity. The findings result from this research shows that the maturity of MSMEs in East Java are varying. Yet, the IT readiness of these MSMEs presents high score that indicates there seems to be a strong connection between IT usage, leadership and the maturity level of business process within the organization and explained how business process maturity is relevant to MSMEs.

Gap Analysis and Measurement of Information Technology Readiness for Improvement of Competitive Capabilities to Small and Medium Enterprises in East Java

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Aligning business process maturity level with SMEs growth in Indonesian fashion industry

PurposeThis study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase small and medium enterprises (SMEs) growth. With this information, SMEs can identify their needs and priorities for business process improvement based on the characteristics that are inherent in the organisation.Design/methodology/approachThe proposed model was developed by reviewing the literature on previous studies related to the organisational life cycle and its characteristics, as well as a business process maturity model. Furthermore, historical case studies were conducted to validate the proposed model. Case study objects in this research were fashion industry companies that have grown from an SME scale to national level.FindingsThe results of this research indicate that the characteristics of each growth stage are different, which led to increased complexity and maturity of business processes run. Therefore, SMEs should pay attention to their growth stages, as a basis to improve their business process maturity, especially on the critical processes, which are evaluate products performance, design products and services and monitor sales. Through this model, SMEs can determine the business’ current growth stage and use the proposed model as guidance for business process improvement to accelerate organisational growth.Research limitations/implicationsValidation of the proposed model was done by conducting a historical case study. To generalise the model, it is recommended to survey similar industry and test quantitatively using statistical methods. However, further research can be used in other industries that might yield different results. Besides, this research can also be developed in the supporting process categories.Practical implicationsThis study provides a practical guide for SMEs to identify their current growth stage, and implement the measurement of business process maturity level. Maturity level standard at every growth stage can be used in determining the priority of business process improvement to drive organisational growth.Originality/valueThrough this research, the BPMM method was developed to enable SMEs to implement a self-evaluation process without seeking external assistance and assess their needs through a clear and understandable scale allowing for further development of the business. By using this method, SMEs can manage their business processes maturity level to encourage its growth.

Evaluating Business Process Maturity Models

Maturity models have become important aids to support process improvement. However, researchers have frequently criticized the many business process maturity models (BPMMs) for differing in quality, which creates a demand for comparing and evaluating these models. This paper describes a well-founded, ranked, and weighted set of critical criteria for BPMMs that are most important to prospective users. The paper also demonstrates how this set can serve as a standard or guideline for designing BPMMs. In evaluating the used sample of BPMMs against the set of criteria, we reveal gaps and shortcomings of current BPMMs, make suggestions for raising the quality of BPMMs, and highlight future research avenues.

Business process maturity models: A systematic literature review

ContextThe number of maturity models proposed in the area of Business Process Management (BPM) has increased considerably in the last decade. However, there are a number of challenges, such as the limited empirical studies on their validation and a limited extent of actionable properties of these models in guiding their application. These challenges hinder the widespread usage of the maturity models in the BPM field. ObjectiveIn order to better understand the state of the research on business process maturity models (BPMMs) and identify opportunities for future research, we conducted a systematic literature review. MethodWe searched the studies between the years 1990 and 2014 in established digital libraries to identify empirical studies of BPMMs by focusing on their development, validation, and application. We targeted studies on generic models proposed for business process maturity, business process management or orientation maturity, and selected 61 studies out of 2899 retrieved initially. ResultsWe found that despite that many BPMMs were proposed in the last decade, the level of empirical evidence that reveals the validity and usefulness of these models is scarce. ConclusionThe current state of research on BPM maturity is in its early phases, and academic literature lacks methodical applications of many mainstream BPMMs that have been proposed. Future research should be directed towards: (1) reconciling existing models with a strong emphasis on prescriptive properties, (2) conducting empirical studies to demonstrate the validity and usefulness of BPMMs, and (3) separating the assessment method used to evaluate the maturity level from the maturity model which acts as the reference framework for the assessment.

Choosing the right business process maturity model

We have built and tested a decision tool which will help organisations properly select one business process maturity model (BPMM) over another. This prototype consists of a novel questionnaire with decision criteria for BPMM selection, linked to a unique data set of 69 BPMMs. Fourteen criteria (questions) were elicited from an international Delphi study, and weighed by the analytical hierarchy process. Case studies have shown (non-)profit and academic applications. Our purpose was to describe criteria that enable an informed BPMM choice (conform to decision-making theories, rather than ad hoc). Moreover, we propose a design process for building BPMM decision tools.