Abstract
BPM maturity models (MMs) help organizations accomplish the BPM capabilities paramount for organizational success. Although much literature deals with how to design MMs, little knowledge exists of how organizations use BPM MMs. Moreover, the academic literature about MMs is scattered, making it hard for practitioners to learn from academia. Our purpose is to offer a holistic journey to guide organizations through three phases of BPM MM use, namely (1) choosing one out of many MMs that fits the organization’s context, (2) tailoring the MM to particular needs, and (3) advising during and after a maturity assessment. Starting from a synthesis of known guidelines, a framework for BPM MM adaption is presented with evidence of its applicability when organizations are conducting maturity assessments. The analysis calls for research to derive specific guidelines for different contexts, e.g., for different levels of maturity and/or when maturity assessments are driven by consultants.
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Notes
- 1.
‘HIPs’ was an acronym used to refer to high impact processes. These are processes that are so critical, that if they failed, they would pose a significant risk (reputational, financial, regulatory) to the bank.
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Bandara, W., Van Looy, A., Merideth, J., Meyers, L. (2020). Holistic Guidelines for Selecting and Adapting BPM Maturity Models (BPM MMs). In: Fahland, D., Ghidini, C., Becker, J., Dumas, M. (eds) Business Process Management Forum. BPM 2020. Lecture Notes in Business Information Processing, vol 392. Springer, Cham. https://doi.org/10.1007/978-3-030-58638-6_16
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