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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 t...
Autores principales: | , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Springer Berlin Heidelberg
2021
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8711074/ http://dx.doi.org/10.1007/s10257-021-00549-w |
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author | Szelągowski, Marek Berniak-Woźny, Justyna |
author_facet | Szelągowski, Marek Berniak-Woźny, Justyna |
author_sort | Szelągowski, Marek |
collection | PubMed |
description | 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. |
format | Online Article Text |
id | pubmed-8711074 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | Springer Berlin Heidelberg |
record_format | MEDLINE/PubMed |
spelling | pubmed-87110742021-12-27 How to improve the assessment of BPM maturity in the era of digital transformation Szelągowski, Marek Berniak-Woźny, Justyna Inf Syst E-Bus Manage Original Article 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. Springer Berlin Heidelberg 2021-12-27 2022 /pmc/articles/PMC8711074/ http://dx.doi.org/10.1007/s10257-021-00549-w Text en © The Author(s) 2021 https://creativecommons.org/licenses/by/4.0/Open AccessThis article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ (https://creativecommons.org/licenses/by/4.0/) . |
spellingShingle | Original Article Szelągowski, Marek Berniak-Woźny, Justyna How to improve the assessment of BPM maturity in the era of digital transformation |
title | How to improve the assessment of BPM maturity in the era of digital transformation |
title_full | How to improve the assessment of BPM maturity in the era of digital transformation |
title_fullStr | How to improve the assessment of BPM maturity in the era of digital transformation |
title_full_unstemmed | How to improve the assessment of BPM maturity in the era of digital transformation |
title_short | How to improve the assessment of BPM maturity in the era of digital transformation |
title_sort | how to improve the assessment of bpm maturity in the era of digital transformation |
topic | Original Article |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8711074/ http://dx.doi.org/10.1007/s10257-021-00549-w |
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