Process Maturity Level Research Articles

Analysis of Relationships between Non-conformities, Process Maturity and Continual Improvement in Information Security Management Systems

Abstract In the current global context, companies need a defined minimum level of information security to recognize and deal with related threats and risks. Due to market, customer or legal requirements, specifications and requirements for information security are implemented uniformly according to standards such as the information security management standard ISO/IEC 27001 or industry-specific standards such as Trusted Information Security Assessment Exchange - TISAX, ISO IEC 27019 Energy Utility Information Security Standard. The conformity to these standard requirements within the established management system is checked during periodically required audits. However, there are various reasons for which, even after many years of audits in companies, there are still insufficient process implementations for information security requirements. The aim of the paper is to analyze the status of conformity and thus also the process maturity in selected samples of companies that have already had information security management systems (ISMS) implemented for several years. In detail, the reasons for deviations from the minimum requirements with associated risks for the security of information in companies were analyzed, which allow conclusions to be drawn about possible process improvements. The paper also analyzes why, despite established measures and existing expertise, only a limited level of process maturity is achieved on average. Other possible approaches to the implementation procedure for dealing with non-conformities in information security are also considered. The results of this research show that there is a need for an adjusted continuous improvement process, which makes risks resulting from insufficient process maturity more visible. Proposals for such improvements are listed.

Evaluation of Maturity Level and Recommendations for Improvement of Software Testing Process Based on Test Maturity Model Integration (TMMi): A Case Study

XYZ company as one of the companies that provides Over-The-Top (OTT) services has problems related to defects that pass into the production environment caused by an ineffective testing process. This has an impact on user satisfaction as indicated by various user complaints when using the application. It is necessary to evaluate the maturity level which shows the ability to perform software testing and what recommendations can be given to improve the software testing process. Test Maturity Model Integration (TMMi) as a model for improving the software testing process has been widely known to improve the testing process and positively impact product quality. XYZ company, which is looking to improve its software testing process, uses the TMMi model as a reference to determine the maturity level of the testing process and provide best practices for the testing process. The assessment was conducted using the TMMi Assessment Method Application Requirement (TAMAR) and information was collected using the Delphi method. The assessment is carried out in the process area at the maturity level of level 2 and produces a rating value of P (Partially Achieved) so that the maturity level of the XYZ company software testing process is level 1 (Initial). Recommendations are prepared based on specific practices in the Test Planning and Test Environment process areas that still have weaknesses that must be improved to reach maturity level 2 (Managed). The process of preparing recommendations is assisted by the Deming cycle which is then validated with stakeholders whether these recommendations can be implemented according to the needs of XYZ company to improve the testing process.

Calculation Of Incident Management Maturity Level At PT XYZ Using ITILv3 Framework

One of the keys to successful information technology (IT) is good IT service management planning [1]. Implementation of ITIL also makes IT functions more valueable and user oriented, better structure and coordination in IT functions through standardization and process documentation, clear roles and responsibilities, better synchronization of various IT services and increased transparency. PT XYZ is one of the IT companies and the largest data center service provider in Indonesia. Improving service quality is a target for companies to provide good services to the IT services. Based on data in 2022, from the ITS Division, the average incident report that can be completed on time is around 78% from all services reported in IT Services. Based on the data obtained, it is necessary to evaluate the measurement of the maturity level of IT services that have been implemented at PT XYZ. The results of the overall process maturity level based on the maturity assessment used in handling incidents show that the average maturity at PT XYZ is at level 3-Defined, which means the distribution of documentation covering all processes.

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.

Penilaian Tingkat Kematangan Proses Bisnis Pada Usaha Mikro, Kecil dan Menengah: (Studi Kasus)

The readiness of Micro, Small, and Medium Enterprises (MSMEs) to achieve competitive advantage greatly depends on the maturity level of their business processes, which ultimately affects business performance. Therefore, this study aims to assess the level of business process maturity in MSMEs. The studied MSMEs are Salakilo and Bontings, both engaged in the culinary industry. These two MSMEs are classified as superior MSMEs according to the Borneo MSME Gate and Bank Indonesia in 2021. The assessment of business process maturity is conducted using the Business Process Orientation Maturity Model (BPOMM) with four levels and nine assessment aspects. Data collection is done through the distribution of validated questionnaires by experts and MSME practitioners. The questionnaire items are tailored to the specific conditions of the studied MSMEs, making it easier for the MSME practitioners to understand each assessment indicator. The results show that there is a difference in the level of business process maturity between Salakilo and Bontings MSMEs. Salakilo MSMEs have achieved the Integrated level with a score of 6.6, while Bontings MSMEs are at the Linked level with a score of 5.8. 
 Keywords: Maturity Model, Business Process, MSME

People, Process, and Technology Maturity Levels for Successful Technology Implementation by State Departments of Transportation

The demand for safe, reliable, and higher-quality infrastructure systems often increases the complexity of transportation construction projects and necessitates more comprehensive evaluation methods. This often leads to the incorporation of technologies for oversight and management. With a focus on effective technology implementation, this research stretches beyond simply evaluating technologies to consider integrating the technology with personnel and procedures at departments of transportation (DOTs). Drawing from literature and a survey of state DOT personnel, this study applies and evaluates maturity models for people, process, and technology with regard to technology implementation at DOTs. The findings support the need for understanding technology implementation in the aspects of people, process, and technology maturity to improve the probability of implementation success. The framework allows DOTs to move toward higher maturity levels and improve the likelihood of implementation success. The study’s objective is to assess the importance of people, process, and technology as implementation dimensions that state DOTs need to focus on for successfully implementing technologies. The idea and scope of the paper can be extended to any new technology implementation efforts at DOTs, including Automatic Identification and Data Capture technologies, emerging sensing and wireless technologies, safety technologies, and others. The maturity models presented enable organizations to audit and benchmark their status for technology implementation, and the relative levels allow these organizations to advance from basic to advanced stages. This paper introduces three maturity models for people, process, and technology, their adaptation to DOT operations, and their possible future use, as presented through preliminary survey results. The final result of this study provides a maturity model methodology for successful technology implementation and a self-assessment tool for state DOTs to gauge and improve their current maturity levels. Preliminary validation of these products was conducted via a workshop of subject matter experts, and the results indicate that state DOTs can use these products to self-assess their organization’s maturity and devise a plan as required for improved technology implementation.

МОДЕЛЬ ОЦЕНКИ УРОВНЯ ЗРЕЛОСТИ ПРОЦЕССА КОРРЕКТИРУЮЩИХ ДЕЙСТВИЙ

The purpose of this paper is to present the model for assessing Corrective action process maturity level. The model is developed as a tool for evaluating and managing the process of corrective actions, which is considered as one of the key elements of Quality Management System within International Standard ISO 9001:2015, and also the process represents a specific requirement in problem-solving in many industry standards (for example, IATF 16949:2016, ISO/TS 22163:2017, AS/EN 9100:2016). The model is developed based on the survey results of manufacturing companies’ employees competent in problem-solving (N = 259). Structural Equation Modeling in STATA program was used to analyze the results. Verified factors significantly affecting Corrective actions and problem-solving process are integrated into the model. Obtained results are analyzed by means of fuzzy logic algorithm in MATLAB, that enables process maturity level assessment in accordance with recommendations of ISO/IEC 330XX series of standards.

Agile Practices and Their Impact on Agile Maturity Level of Software Companies in Nepal

Aim/Purpose: Using the Agile Adoption Framework (AAF), this study aims to examine the agile potential of software development companies in Nepal based on their agile maturity level. In addition, this study also examines the impact of various basic agile practices in determining the maturity level of the agile processes being implemented in the software industry of Nepal. Background: Even if most organizations in the software sector utilize agile development strategies, it is essential to evaluate their performance. Nepal’s software industry did not adopt agile techniques till 2014. The Nepalese industry must always adapt to new developments and discover ways to make software development more efficient and beneficial. The population of the study consists of 1,500 and 2,000 employees of software companies in Nepal implementing agile techniques. Methodology: The sample size considered was 150 employees working in software companies in Nepal. However, only 106 respondents responded after three follow-ups. The sample was collected with purposive sampling. A questionnaire was developed to gain information on Customer Adaptive, Customer Collaboration, Continuous Delivery, Human Centric, and Technical Excellence related to agile practices along with the Agile Maturity Level. Contribution: This research contributes to the understanding of agile practices adopted in software companies in developing countries like Nepal. It also reveals the determinants of the agility of software companies in developing countries. Findings: The results suggest that some of the basic principles of agile have a very significant role in Agile Maturity Level in the Nepali context. In the context of Nepal, human-centered practices have a very high level of correlation, which plays a vital role as a major predictor of the agile maturity level. In addition, Technical Excellence is the variable that has the highest level of association with the Agile Maturity Level, making it the most significant predictor of this quality. Recommendations for Practitioners: As Nepali software companies are mostly offshore or serve outsourcing companies, there is a very thin probability of Nepali developers being able to interact with actual clients and this might be one of the reasons for the Nepali industry not relying on Customer Adaptation and Collaboration as major factors of the Agile methodologies. Continuous Delivery, on the other hand, has a significant degree of correlation with Agile Maturity Level. Human-centric practices have a very high level of correlation as well as being a major predictor in determining the Agile Maturity Level in the context of Nepal. Technical Excellence is the most significant predictor and the variable which has the highest level of correlation with Agile Maturity Level. Practitioners should mainly focus on technical excellence as well as human-centric practices to achieve a higher level of Agile Maturity. Recommendation for Researchers: There has not been any such research in the Nepali context that anyone could rely on, to deep dive into their organizational concerns regarding agile strategies and plans. Researchers will need to focus on a more statistical approach with data-driven solutions to the issues related to people and processes. Researchers will need to cover freelancers as well as academics to get a different perspective on what can be the better practices to achieve a higher level of agile maturity. Impact on Society: This study on Agile work is accessible not only to the software industry but also to the general public. The Agile technique has had a huge impact on society’s project management. It has revolutionized how teams approach project planning, development, and execution. The paper’s findings will further information regarding the Agile methodology, which emphasizes collaboration and communication, fosters teamwork and higher quality work, and promotes the exchange of knowledge, ideas, and the pursuit of common goals. Future Research: Owing to the limitations of this study, it is necessary to analyze agile practices in the Nepalese software sector using additional factors that influence agile maturity. The conclusion that years of agile experience do not serve as a balancing factor for both agile practices and the Agile Maturity Level requires additional research. Whether a software outsourcing firm or not, the organization type had no bearing on the degree of maturity of agile methods; this leaves space for further research.

Grading evaluation of non-API OCTG quality level based on working conditions

The non-API standard series of oil country tubular goods (OCTG) have been developed rapidly to meet the increasing demand of the oil and gas fields, while the frequent accidents of non-API OCTG still occur due to the lack of a perfect quality management system. In this paper, the main types, service conditions, and the current status of quality evaluation technology of non-API OCTG at home and abroad were introduced. For the quality problems of non-API OCTG during the domestic application, the needs of the industry development needs and continuous improvement of quality management system were taken into consideration. Based on the working conditions, the quantitative evaluation method of quality grading was built by the grading idea represented by capability maturity model integration (CMMI) based on the field working conditions. And an evaluation method, including process maturity level, items, indexes and procedures, was proposed and verified. The results showed that the average value and level of quantitative evaluation results of quality grading were 81.5 and C, respectively, which was in good accordance with the current status of non-API product management. The evaluation method is more quantitative and targeted, which would provide for the completeness of the non-API product quality management system with methodological support and theoretical reference.

C2M: a maturity model for the evaluation of communication in distributed software development.

Communication is essential in any software development project, particularly those globally distributed where geographical, temporal, and cultural distance may hinder the effectiveness of communication. The challenges imposed by distance often characterize communication as still one of the main drawbacks of globally distributed projects. Therefore, establishing communication processes and practices is relevant to support a team’s work. These processes and practices need to be updated and aligned with the team’s needs. Thus, assessing and evaluating the maturity of such communication processes and practices is paramount. This article presents a Communication Maturity Model called C2M which aims to help organizations identify the maturity of communication-related aspects by providing an approach for revealing what practices need to be improved. The model is composed of 4 levels of maturity (causal, partially managed, managed and reflective) and 4 areas of maturity (people, project, organizational and engineering) which are organized into 15 maturity factors, each factor comprising a set of practices. The model has 58 practices and each has its specific objectives. The model was empirically developed and evaluated in three well-defined phases. In the conception phase, methodological procedures (Tertiary Study, Systematic Literature Review, and Interviews) were carried out in order to gather relevant information for designing the first version of the C2M model (alpha version). Then, in the refinement phase, two focus group meetings were held in two organizations in order to identify how effectively the model attends its purpose. The results led to a second version of the C2M model (beta version), analyzed by a survey with experts who assessed the representation of the third version of the C2M model—omega version (evaluation phase). All results achieved so far suggest that the model can assist in discovering the maturity level of the communication processes and practices in globally distributed projects. Future works will focus on developing a software tool to help with self-assessment.

Identifying critical capabilities for improving the maturity level of digital services creation process

Purpose: This research aims to develop a digital capability maturity model to find the critical capability and define the maturity level of the digital services creation process for the Business Process Outsourcing (BPO) company, which services cover the end-to-end client’s non-core activities involving people, process, and technology.Design/methodology/approach: The study conducts qualitative approaches in variables selection using grounded theory, followed by in-depth interviews and focus group discussion confirming the chosen variables as relevant capabilities. Additionally, quantitative approaches are used to define the impact of those capabilities on the process through an online survey of 208 employees and Structural Equation Modelling (SEM) for model analysis.Findings: The research proves that alignment strategy has a positive impact on the organizational and individual capabilities, both of which have a positive impact on the process. All capabilities are defined in the “quantitatively managed” maturity level, while the collaboration culture and value creation skill indicators are required to be prioritized in development for having a significant driver yet an inferior performance.Practical implications: The proposed model is built to be generally utilized to help the BPO companies understand their critical capabilities and improve their maturity level to lead the industry. The research contribution is not only to develop a model that is suitable for a particular business but also to create more value for academic purposes through improving the model by introducing a new variable "alignment strategy" and “organizational capability” as an essential component influencing the process.Originality/value: This is a multimethod study that elaborates empirical evidence, literature review, and professional judgment to assess the capabilities of the digital services creation process, to prove the importance of alignment between those capabilities, and to define the process maturity level.

ICT Technology Implementation and the Level of Process Maturity in an Organization

Purpose: The main objective of the article is to identify selected ICT technologies supporting higher levels of organizational process maturity. Design/methodology/approach: The research was conducted with the use of the following methods: bibliometric analysis, literature review and statistic methods. The empirical procedure was carried out on a non-random sample of 48 large organizations operating in Poland, using the CAWI technique. Findings: The empirical research carried out proved the existence, in the group of the organizations examined, of a statistically significant relationship between the implementation of artificial intelligence (AI), cloud computing (CC) and robotic process automation (RPA) technologies and, respectively, the third and fourth levels of process maturity, in accordance with the adopted multicriteria model of process maturity assessment (MMPM). Research limitations/implications: The burden of the presented empirical investigation results primarily arises from the applied technique of non-probabilistic research sample selection. This makes the obtained results limited to the examined sample of organizations. Originality/value: The originality of this article fills the cognitive gap consisting in the shortage of publications that present the relationship between the degree of implementation of ICT technology and the level of process maturity. The presented article addresses this gap by indicating a statistical relationship between the implementation of artificial intelligence (AI), robotic process automation (RPA), cloud computing (CC) technology and the level of process maturity of the organization.

EVALUATING THE ELECTRONIC GOVERNMENT IMPLEMENTATION IN THE KURDISTAN REGION OF IRAQ FROM CITIZENS' PERSPECTIVE

The rapid development of technology affected how people think, interact, and do business and led governments in many countries to change how they interact with their citizens. The development of information and communication technologies increased citizens' need for more transparent governments with less bureaucracy and routines. In addition, citizens need to be the center of the government decisions that affect their lives. Since 2007, the Kurdistan regional government announced strong e-government based on technology, changing traditional governance to e-governance and e-services, reducing bureaucracy, and tackling corruption. Although the e-government in KRI is still at the beginning, this quantitative article aims to assess the advancement of e-government in the Kurdistan regional government by utilizing one of the maturity models, the Layne and Lee model, and determining the e-government process's maturity level. For the first and second levels of evaluation, this research will analyze the citizen's perspectives and opinions through analyzing the data obtained from a questionnaire prepared for this purpose. The evaluation analysis results show that the process is prolonged, and most people are not familiar with the e-services and do not expect more progress in this area shortly.

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.

Development of a capability maturity model for the establishment of children’s nursing training programmes in southern and eastern Africa

Establishing sustainable training to strengthen human resources for health for children’s nursing in Africa requires stakeholders to navigate complex pathways spanning multiple regulatory systems and sectors. Incomplete stakeholder insight threatens long-term sustainability of new training programmes. We drew on collective experiential knowledge of capacity building for children’s nursing in southern and eastern Africa to articulate a Capability Maturity Model (CMM), using a six-stage process to: identify necessary supportive conditions; specify levels of process maturity; develop domains; characterise levels of capability; consult with stakeholders; and finalise the model. We articulated a comprehensive CMM describing five levels of process maturity in relation to education, clinical and regulatory systems, human resources for health systems, and requirements related to overall stakeholder collaboration. The model makes visible the range of regulatory and associated processes involved in developing a new educational programme for specialist nurses, including educational standards, quality assurance, scopes of practice, and systems for licensing and registering specialist children’s nurses. Stakeholders can use the model as a map to identify where they are in the process, and establish the resources and actions needed to make further progress.

The concept of multi-hierarchical assessment of process orientation implementation – production organization experience

Purpose: The main objective of the article is to present the concept of assessing the level of an organization’s utilization of its potential for transformation towards process orientation, using a practical implementation example. Design/methodology/approach: The structure of the research procedure was based on the theoretical assumptions regarding the methodological procedures involving development of a model of process maturity assessment. Such research methods as bibliometric analysis, systematic literature review, participant observation, opinion survey and semi-structured interview were used to achieve the research objectives formulated. Findings: The value of the article entails the combination of quantitative and qualitative methods to determine an organization’s propensity for transition towards higher levels of process maturity. This effect has been achieved using a method of multi-hierarchical process maturity assessment. It has been determined that the organization under examination is at the second level of process maturity, although many of the elements diagnosed show third-level process maturity potential. An authorial research method has been additionally verified, as well as the examined organization’s real and utilized potential has been determined, which constitute the basis for assessing the level of process maturity. Research limitations/implications: inability to fully objectify the research results obtained. Practical implications: The article shows the basis and the method for identifying the examined company’s real and utilized potential of process maturity as well as for determining the level of process maturity, based on which the company’s strategy towards a higher level of process maturity can be formulated. Originality/value: The unique nature of this article lies in the proposed method of multi- hierarchical assessment of an organization’s process maturity. In order to deepen the interpretation of the results obtained from a quantitative study, qualitative research was used. This allows development of a strategy for achievement of higher levels of maturity.

Towards intelligent public transport systems in Smart Cities; Collaborative decisions to be made

The global context of cooperative intelligent public transport systems (C-ITS) in Smart Cities calls for a solution that integrates the perspectives of the travelers, public administration, vehicle manufacturers and transport operators in the joint effort of standardization, interconnection and assimilation of emerging technologies to meet operational, safety and environmental objectives at metropolitan, national or international level. The article proposes a definition for the capabilities maturity levels of the mobility ecosystem, and functional architecture for the collaborative decision-making system for implementing the C-ITS in the future Smart Cities. The paper contributes to the literature and practice in four manners. The first one is enhancing the awareness and understanding of maturity capability model (CMM) for all the stakeholders throughout the mobility ecosystem, emphasizing the key capabilities required for each maturity level. The second way is manifested throughout public and private companies acting on the same territory in the mobility ecosystem assess the existing capabilities and collaborate for achieving a superior maturity level of mobility processes, stable and repeatable results. In addition, the third one, based on CMM, is that governments regulate, conduct and control, establishing a stable and mature processes institutionalization for C-ITS. Finally, the fourth practice is defining a C-ITS functional architecture for the future Smart Cities to support collaborative decision-making applied for public transport implementation in big Smart Cities with the final objective of increasing the citizen’s quality of life.

Analisis Tata Kelola Teknologi Informasi Untuk Mendefinisikan Arsitektur Informasi Dengan Framework COBIT 4.1 (Studi Kasus Instalasi Rawat Jalan RSUD Prov. NTB)


 
 
 
 Treatment for outpatient installations (IRJA) NTB provincial hospitals have used hospital management information systems, but this is still not effective. The information system is not effective because registration centred in the main hall. The centralized registration caused the accumulation of patient queues that occurred in each IRJA polyclinic, and this was due to the absence of an integrated queue number between registrations carried out in the main hall and IRJA polyclinics. Therefore, the governance of information architecture processes needs to be applied to optimize information systems. We use COBIT 4.1 to conduct governance. The aim is to get existing and expected outpatients from Prov. NTB Hospital. So, it can help to manage information architecture to perform quality and competitive outpatient services. The results showed the IT processes selected in PO2 (Determine Information Architecture) and AI4 (Activate and Use). We reach the maturity level of all IT processes at level 3 (the specified process) for conditions as they are and 5 (optimized) for conditions that will occur. The level of maturity can help the NTB Provincial Hospital to improve its services.
 
 
 

Digital Newspaper as An Alternative Solution to Maintain The Existence ff Print Media in PT Okt

PT OKT Print Media needs to do a dual transformation to reposition its business to survive in the industry, create a new form of media to reach long distribution distances and to reach market segments that were previously unreachable, as well as to gain new business benefits. The transformation into a Digital Newspaper is carried out by changing the manual marketing process into digital marketing, and creating new html-based media with distribution via data-based and whatsapp. By enriching photos and videos as product development and segmentation that were previously unaffordable, and overcoming the problem of unreachable distribution.There are not many other studies that discuss the digital transformation from physical newspapers to digital newspapers using the Digital Maturity Model (DMM) from TM Forum. Using a 5-dimensional DMM-based questionnaire and 100 samples of customer and employee research, the maturity level of the company's current digital transformation process can be mapped, for the results to be validated by the Commercial Director as the basis for compiling a road map for further improvement. The findings of this study recommend that PT OKT Digital Newspaper uses a digital transformation strategy in the form of Digital Newspaper in order to survive for the purpose of maintaining its existence and adapting to its business environment.

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.