Understanding Business Process Management

The assignment focuses on Business Process Management (BPM), examining its core elements, including awareness, desire for adoption, project execution, program development, and productization. It analyzes the distinct stages of BPM maturity, emphasizing that organizations typically progress through these stages sequentially. The document delves into relevant research and concepts to provide a comprehensive understanding of BPM's evolution and implementation.

Running head: BUSINESS PROCESS MANAGEMENT
Business Process Management
Name of the Student
Name of the University
Author’s Note

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Question 1: What are the elements and or capabilities of BPM Maturity?
Business Process Maturity Model or popularly known as BPMM is an evolutionary
process introduced by Phil Crosby in 1979 in his world famous work “Quality is Free”. It is
a process that guides the organisations in their path of development from immature,
unpredictable business activity to a mature and disciplined one. Adapting this model can help
the business to fill an unmet market requirement by identifying the risks followed by
providing a roadmap for making improvements. It identifies six core elements of business
that are Strategic Alignment, Governance, Methods, Information Technology, People
and Culture.
Strategic Alignment – This is a synchronised coordination between organisational priorities
and enterprise process. It further enables continual and effective action for improving
business performance. It requires a designed execution of the process. The management and
measurement of the process should be aligned with the strategic priorities and the strategic
situation. This eventually offers opportunities of informing the design of the strategy leads to
the process-enabled strategies.
Governance – An appropriate and transparent accountability referring to the roles and
responsibilities of BPM is established with the help of this element. It further guides the
process related actions by designing a decision-making and rewarding process.
Methods – The process of lifecycle and BPM initiatives supported by the methods that are
the set of techniques and tools.
Information Technology – BPM relates IT solution with the contemporary traditional
analysis process and modelling to increase the process awareness. It refers to the explicit
understanding capability of the software to identify the requirements of executing the
process.

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People – This is the most prioritised component of BPM. These are the people facilitates in
improving the business performance by implementing their understanding, process and
process management skills. knowledge in the process of improving the business performance.
This further identifying the human capital of an establishment and its ecosystem.
Culture – This is the collective values and beliefs of process cantered organisations. This is a
significant determinant of the success of BPM, which creates facilitating environment
competent with various BPM initiatives.
We can conclude that these core elements of BPM are the determinants of the success
if BPM maturity model is implemented any business organisation.
Question 2: What is the value of BPM Maturity assessment?
Minonne and Turner (2012) states that the BPM Maturity model includes the analysis,
modelling, implementation, execution, monitoring and continuous modification of business
process. The BPM maturity model offers any organisation a wide range of assistance and
potential. It offers an open-standard plan for evaluating the procedure of maturity and guides
the business process improvement, which is currently being promoted as an OMG standard
by the Business Process Management Steering Committee within the Objective Management
Group. BPMM can be utilised in any organisation belonging form any industry to attain its
maturity. However, general awareness of BPMM in organisations is almost non existent. The
data gathered from a German-speaking region of Europe reflects that the present perspective
of business discipline identified the benefits of business process management and the
opportunities of business in outsourcing. However, the work carried out by Tarhan, Turetken
and Reijers (2016) identifies the scarcity of the validity and usefulness of BPMM. It is mainly
due to the inappropriate implementation of BPMM in the business organisations that resulting
into failure in the business. Röglinger, Pöppelbuß and Becker (2012) identifies the limitations

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of BPMM. According to their opinion, it provides narrow direction for recognising desired
maturity levels and for instigating enhancement methods.
The above studies identify both advantages and limitations of Business Process
Management Maturity that are faced by the organisation in incorporation of it for attaining
maturity. It can be concluded from the discussion that the model has some limitation.
However, a proper identification of required model can show potential benefits for the
organisation in attaining maturity. The limitations are only the results of inappropriate model
selection and application in the business organisation seeking maturity. However, the BPMM
model requires a level of modification for addressing a wider range of issues faced by the
organisations.
Question 3: Can an organization be in more than one BPM maturity stage? Why or why
not? Explain.
Not many literatures properly define BPM maturity model, which leads many to
understand the model differently. It is basically adaptation of BPM maturity in a business to
attain maturity of the business. Every article exist available leads to believe that organisations
utilising BPM maturity model undergoes several stages. There are typically five stages that
can be identified, which are:
Awareness and understanding BPM – This stage identifies the importance of BPM
maturity model in a business and how it can bring the development in any business. It is
basically the identification of the requirement of BPM maturity model in organisation.
Desire to adopt BPM – This stage triggers the aspiration of the organisation to implement
BPM. The champions and business driver plays vital role in triggering the desire. The
importance and influence of these factors have to be strong enough to get a desired outcome
(Röglinger, Pöppelbuß & Becker, 2012).

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BPM Project – The third stage sets up, executes and monitors different BPM projects to
construct BPM proficiencies and integrity in organisation. This incorporates BPM education
and training, modelling and improvement of individual business processes.
BPM Program – Fourth stage initiates after the completion of third stage, which converts
BPM projects into programs where formulation of an overall BPM methodology is required.
It also formulates strategy and roadmap for the process of execution.
Productisation of BPM – This is the completion stage of BPM maturity where the Chief
Process Officer is held responsible for implementing and tracking the activities in the
organisation. He or she ensures the activities are consistently delivering the desired results in
a cost-effective way (Buh, Kovačič & Indihar Štemberger, 2015).
The above discussion identifies the stages of BPM maturity. The stages mentioned are
clearly separate as each of the stage initiates after the completion of the previous. The
programming have to wait for the completion of the BPM project as it seek the guarantee of
success. Similarly, a proper program needs to be identified before going for productisation of
BPM. Hence, it can be stated that different stages of BPM maturity can to overlap and the
organisation can not be in multiple stage at a single point of time.

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Reference
Buh, B., Kovačič, A., & Indihar Štemberger, M. (2015). Critical success factors for different
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Minonne, C., & Turner, G. (2012). Business Process Management—Are You Ready for the
Future?. Knowledge and Process Management, 19(3), 111-120.
Röglinger, M., Pöppelbuß, J., & Becker, J. (2012). Maturity models in business process
management. Business Process Management Journal, 18(2), 328-346.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122).
Springer Berlin Heidelberg.
Tarhan, A., Turetken, O., & Reijers, H. A. (2016). Business process maturity models: a
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