Process Management Maturity Research Articles

Assessing Information Technology in Hospitals in Tehran: Challenges and Opportunities for Performance Improvement

Purpose: This research aimed to investigate the maturity level of information technology (IT) within hospitals in Tehran. Method: The study was applied in purpose and survey-based in method. The statistical population comprised 27 experts in urban management and IT within hospitals in Tehran. A revised standard questionnaire, based on Gartner’s IT management process maturity model, was used to measure IT maturity. Data analysis was performed using SPSS software (version 23). Findings: The study revealed that several aspects of IT maturity within hospitals in Tehran were generally favorable. Specifically, leadership and IT management activities, customer-oriented service, control and evaluation, configuration and asset management, security management, change management, service level management, accessible management, service and support documentation, capacity management, and strategic trends were positively evaluated. However, operations management, human resource management, supplier management, and certain IT service management components were found to be below the average level of 3. Conclusion: Overall, the research indicates that the IT maturity level in hospitals in Tehran is largely favorable. Nevertheless, improvements are needed in specific areas, such as operations management and human resource management, to enhance the effectiveness and efficiency of IT operations.

Kierunki badań nad oceną dojrzałości zarządzania procesami biznesowymi w Przemyśle 4.0/5.0

The results published in the literature on the maturity of BPM in organisations, taking into account both the degree of implementation of process management and process orientation, indicate that the majority of the organisations surveyed in Poland exhibit a low level of maturity. Despite the increasing number of studies attempting to assess organisational process maturity, it is important to highlight the discourse in foreign subject literature regarding a critical perspective on maturity models. This primarily concerns the utilitarian aspect, which is identified as the limited practical value of applying maturity models. The main objective of this article is to evaluate the current state of knowledge on business process management (BPM) maturity in Polish and foreign subject literature, and to outline directions for further research on process maturity, with a special focus on new requirements and opportunities arising from Industry 4.0 and the emerging Industry 5.0. In order to achieve this objective, research methods such as bibliometric analysis and systematic literature review were applied. The outcome of this study includes the identification of limitations related to both the methods and models for assessing business process management maturity, as well as the presentation of recommendations for future research directions on process maturity.

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.

A process management benchmarking model for higher education institutions

Purpose: This research presents a multicriteria benchmarking participatory model able to classify Federal Higher Education Institutions (FHEIs) into three levels of process management maturity. Design/methodology/approach: The research was conducted into three stages: (i) assessment model development using the Delphi technique, (ii) data collection through a self-assessment process, and (iii) classification of the FHEIs using PROMSORT. Findings: The results showed that, regardless of the adoption of an optimistic or pessimistic perspective, most FHEIs (51.6% in the optimistic perspective and 54.8% in the pessimistic one) were classified as regular. It is also noteworthy that approximately 80% of the research participating FHEIs maintained their classifications in the sensitivity analysis. Among the six alternatives that presented classification variations, only three varied significantly, confirming the results obtained stability. Research limitations/implications: The use of a participatory approach promotes a consistent benchmark in terms of indicators and metrics to measure performances. Practical implications: PROMSORT provided flexibility to the model, since it is possible to modify the parameters and thresholds in order to adjust the model strictness. Originality/value: The development of a model through which the Federal Higher Education Institutions (FHEIs) can be continually evaluate their process management maturity level.

Developing organizational resilience from business process management maturity

PurposeIn the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.Design/methodology/approachThe authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.FindingsThe results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.Practical implicationsCompanies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.Originality/valueThe findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.

Assessing business process orientation using multi-criteria decision-making

PurposeOver the years, several business process management maturity models (BPM-MMs) have been proposed. Despite great advances, some issues concerning the effectiveness of their practical functionality still need to be addressed. These are related to three important aspects of BPM maturity assessment and improvement: their mechanisms for evaluating maturity (clarity, availability and accuracy), their flexibility (compliance) and their structure (path to maturity). The main goal with this article is to address such issues by introducing a new concept to evaluate and improve BPM maturity.Design/methodology/approachThe authors proceed in accordance with a design science research (DSR) integrating multi-criteria decision-making (MCDM) with intuitionistic fuzzy sets (IFSs).FindingsThe authors’ proposal provides a practical BPM maturity framework and its assessment procedure to support organizations to determine and improve their initiatives appropriately, which means that it fully or partially addresses all the issues raised. To demonstrate the applicability of this framework, a real application was conducted, and a parallel between existing BPM-MMs is presented to emphasize its advances.Originality/valueIt is the first time that the MCDM approach has been used to support BPM maturity assessment. This approach not only takes into account the uncertainties and subjectivities inherent to this type of decision problem but also allows it to be treated quantitatively, thus making it possible to obtain more accurate results even with less experienced teams.

Business Process Management Maturity Assessment Based on Organizational BPM Capabilities of the Digital Era

Business Process Management Maturity Assessment Based on Organizational BPM Capabilities of the Digital Era

Developing a multi-perspective capability model for organisational business process management maturity assessment in digital era

Developing a multi-perspective capability model for organisational business process management maturity assessment in digital era

Developing a Multi-Perspective Capability Model for Organizational Business Process Management Maturity Assessment in Digital Era

Developing a Multi-Perspective Capability Model for Organizational Business Process Management Maturity Assessment in Digital Era

Business process management effectiveness and maturity through lean management practices: the Brazilian federal police experience

PurposeThis study aims to examine the influence of lean management practices on organizational process effectiveness and maturity. The underlying assumption of this paper is that lean management practices may have a positive relation with the initiation and the adoption of a process management approach and be a first step to process management success.Design/methodology/approachThrough a quantitative perspective, a survey was carried out in the Brazilian Federal Police with a valid sample of 991 participants. Data analysis was executed with confirmatory factor analysis and structural equations modeling.FindingsLean management practices have a positive influence on the Brazilian Federal Police process maturity and on process effectiveness. Process maturity has a positive impact on process effectiveness. The results extend the applicability of lean management practices in the public service scenario. The results will decrease the high failure rates in process transformation projects.Research limitations/implicationsThe main limitation of this study is that the researchers could not maintain full control of the research respondents because the data collection was carried out online.Practical implicationsConsidering a scenario of increased pressure to upgrade organizational decisional process in the public sector and to offer better public services, the lean management practices can effectively contribute to the development of strategies and actions that will enhance a more effective public service management reality.Social implicationsThis study may contribute as a source of empirical data for future research in other national public organizations and may assist others to redesigning its strategies and actions to achieve excellence in decision-making, by adopting a more agile quality public service with less costs and waste.Originality/valueNew measurement and structural models were defined to analyze lean management practices in the public service as the predictors of organizational process maturity and effectiveness. The discussion on lean management practices, as a first step in process approach applicability, enhances a new process-based management perspective.

Systematic Literature Review of Process Management Maturity and Management Processes Maturity

Optimization approaches such as business process management (BPM) have become increasingly popular in the past decade. This comes as a result of and increasingly smarter, quicker and better business landscape. To achieve success, companies must identify the best path and they need to do it efficiently.

Impact of knowledge management, data culture and the development of data innovation on the quality of the business insights framework

This study examines how much the influence of Knowledge Management Process, Information Culture and Information Technology Maturity on the Business Intelligence System Quality. This study uses descriptive analytic research method and SEM-PLS statistic method. Data is collected from questionnaires distributed and returned from the employees of Finance & Accounting Department and Information Technology Department on private higher education at Bandung City, West Java, Indonesia as respondents. The result indicates a positive influence of Knowledge Management Process, Information Culture and Information Technology Maturity partially To the Business Intelligence System Quality.

A MODEL FOR ATTAINING BUSINESS PROCESS MATURITY

This essay proposes a Business Process Management (BPM) maturity model. The developed BPM maturity model is based on the review of existing models combined with the in-sights of BPM professionals. The developed model enables organizations to gain insight into their own operations, and also supports in setting up a roadmap for improvement. It offers a stepping stone with which organizations can determine whether their ambitions are in line with their initial situation. Overall this essay provides a first overview of a framework for a detailed analysis of BPM capabilities within organizations. Further research on this BPM maturity model should be done by empirically testing the model in multiple business environments.

How to improve the assessment of BPM maturity in the era of digital transformation

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.

The strategic alignment between supply chain process management maturity model and competitive strategy

PurposeThis paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.Design/methodology/approachThe proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.FindingsFindings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.Originality/valueDue to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.

ISO 9001 QUALITY MANAGEMENT SYSTEMS AND ORGANIZATIONAL PERFORMANCE: A STUDY OF METAL MECHANICAL COMPANIES FROM SOUTHERN BRAZIL

Based on a quantitative approach, this study aimed to analyse the relation between quality management systems (QMSs), process management (PM) and organisational performance (OP) in Brazilian metal-mechanic companies. Data were collected through a survey applied to a sample of this sector's managers from Southern Brazil and were analysed using descriptive statistics, means comparison and multiple linear regression analysis. The results shown: 1) a medium to high level of QMS and PM maturity in the sampled companies; 2) no significant differences between ISO 9001 certified and non-certified companies; 3) a positive impact of QMS on market and economic-financial performances; 4) a positive impact of PM on operational performance. As conclusions to this study, it can be stated that QMS maturity affects companies' market and economic-financial performances but does not affect operational performance. On the other hand, process management maturity affects operational performance, but does not affect the performance dimensions. Once studies analysing the relation between process management and organisational performance were not found in the literature, this can be considered an important contribution of this study.

ISO 9001 quality management systems and organisational performance: a study of metal mechanical companies from Southern Brazil

Based on a quantitative approach, this study aimed to analyse the relation between quality management systems (QMSs), process management (PM) and organisational performance (OP) in Brazilian metal-mechanic companies. Data were collected through a survey applied to a sample of this sector's managers from Southern Brazil and were analysed using descriptive statistics, means comparison and multiple linear regression analysis. The results shown: 1) a medium to high level of QMS and PM maturity in the sampled companies; 2) no significant differences between ISO 9001 certified and non-certified companies; 3) a positive impact of QMS on market and economic-financial performances; 4) a positive impact of PM on operational performance. As conclusions to this study, it can be stated that QMS maturity affects companies' market and economic-financial performances but does not affect operational performance. On the other hand, process management maturity affects operational performance, but does not affect the performance dimensions. Once studies analysing the relation between process management and organisational performance were not found in the literature, this can be considered an important contribution of this study.

Assessing Identity and Access Management Process Maturity: First Insights from the German Financial Sector

ABSTRACT We develop an Identity and Access Management (IAM) process maturity model and provide a first assessment of four organizations in Germany’s financial industry. We find that the assessed organizations show merely average IAM maturity levels, and especially lack maturity and compliance in user registration and logging and tracking. Information technology (IT) managers, consultants, and auditors can use the model to (self)-audit, compare, or benchmark IAM process maturity, or identify weaknesses in organizations’ IAM processes.

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.

A non-linear business process management maturity framework to apprehend future challenges

In a context where enterprises and organizations aim to optimise their behaviour, obtain certifications and labels, and benefit from the smart use of information systems and technology, two considerations drive this research: (1) the weak maturity level of worldwide Business Process Management (BPM), which exposes the need to reconcile academic theories with industrial contexts, and (2) the need for upcoming software functionalities that prioritize removing the barriers frequently encountered by industrialists when trying to implement the method. To reach such goals, this research work has developed a conceptual framework to represent the BPM implementation state. It is built along three axes: the BPM Cycle (Design, Enact, Maintain), the Field (Culture, Business, IT) and the Abstraction Level (Data, Jobs, Behaviour). An organization’s overall BPM maturity can thus be evaluated by positioning its capabilities along the framework’s axes. It is also suggested that the framework be used to track the implementation of new procedures in an organisation. The framework is presented and detailed before being applied to a complete case study.