MITS5507 Assignment 2: Business Process Management Maturity Assessment

This report presents a comprehensive analysis of a research paper focused on Business Process Management (BPM) maturity assessment, particularly within large multinational organizations like Siemens AG. The paper introduces the Process Management Maturity Assessment (PMMA) model, designed to evaluate BPM implementation across various dimensions, including process portfolio, standardization, performance controls, and project management. The report delves into the intention and content of the article, highlighting the Siemens Process Framework and the application of CMMI for process evaluation. It discusses the problems and issues identified by the authors, such as organizational challenges, process standardization, and the need for effective communication and training. The report concludes by emphasizing the PMMA's usefulness, simplicity, and its potential to provide a crucial link to the success of BPM implementation. The paper also touches upon the integration of capability maturity models like CMMI-AM, P-CMM, and CMMI for evaluating and developing processes. Finally, the report highlights the importance of addressing issues related to process management, standardization, and project management maturity analysis for effective business transformation.

Running head: PROCESS MANAGEMENT MATURITY ASSESSMENT
Process Management Maturity Assessment
Name of the student:
Name of the university:
Author Note

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Executive summary
The Business Process Management refers to the approach to determine, develop, perform, document,
calculate, maintain and control the various process in business. In the present report the approaches
towards BPM implementation in various businesses are identified. Further, the PMMA is been found
to be developed for investigating the measures of implementation of the steps business process
management. In this study a demonstration is made on the intention and different contents of the
chosen article. Further, the problems and issues as displayed by the authors are demonstrated. Then
the problems as demonstrated in the article are discussed.

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Introduction:
The BPM or Business Process Management refers to the disciplined approach which is been
inclined towards identifications and designing along with executing, proper documenting, suitable
measuring, appropriate controlling and effective managing the automated and non-automated
process of business. This is helpful to gain the different targeted and consistent outcomes. All of
these are meant to be getting aligned with different strategic objectives of the current business. In
this current study a demonstration is done on the approach of BPN deployment under large-sized
multinational organization. Here, the PMMA or the “Process Management Maturity Assessment”
has been created. This is meant to analyze the implementation of Business Process Management.
Moreover, in this following analysis, various content and intention of the article are described. Next,
the issues and problems as shown by the authors are highlighted. Next, the conclusions of the articles
and its relevancy are identified.
Intention and content of this article:
The current article have investigated on the through deployment of BPN in the organization.
This is undertaken as corporate along with the company-wide project under the umbrella Siemens
AG. Furthermore, it is seen that the study has been demonstrating various aims and different
approaches to deploying business process management. Here, a process framework that involves the
house of the reference process along with the overall content and efficient structure of the overall
process of deployment is described [1]. Next, the authors provide an outline of the maturity analysis
model of process management developed for analyzing and deriving development processes for the
company’s management of business process. As the deployment take place the initiative no such
kind of holistic management of the entire process of the maturity model has been present covering

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every relevant issue of BPM deployments. The maturity model and BPMM model of OGM has
found to be evolving at the same time during its own development. The authors have demonstrated
the process of assessment, and few outcomes of analysis are bee presented for illustrating the
advantages of the approach [2]. Witnessing the significance and the important role of BM for
organizational and transformation change of business makes the questions arise. This reveals how
various firms and undertake their enhancement of BPM. Besides, the concept of maturity is
suggested in various approaches to analyse the state as per documents of particular program and
process quality. At present the integration of capability maturity model is been seen as the effective
approach. This is towards the evaluation and essential development of process of the entire product
development.
Here, the authors have highlighted some of the maturity models that cover the sectors such as
CMMI-AM or CMMI Acquisition Model or the P-CMM or People Capability Maturity Model. This
is intended for personal development and management. At present, the CMMI is broadly utilized for
evaluating and software development processes. Apart from this, the CMMI is found to use the
standardized question catalogues and criteria of evaluation for analyzing the process of
organizational product development and working on weakness and strengths [3]. Besides, it is useful
to define the measures of development and deployment plan for business. Furthermore, CMMI can
introduce the ideas of various levels of maturity as defined by particular requirements that re seen to
be cumulative. The article shows that there are various models of maturity for BPM that is been
suggested and maximum of then concentrate on the single dimension to calculate maturity of BPM
and some known applied studies. Moreover, the authors demonstrate the Siemens Process
Framework. It is seen that Siemens is involved in various business areas having wide and distinct
service and product spectrum. Further, it is seen that the company with influence at the global scale
having regional representations has been found to be active in more than 150 number of nations. In

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due time the IT landscape and the process are developed distinctly in various regions and business.
Having the BM tasks an optimization, alignment and redesign are possible, and smarter
standardization and usage of process of various synergies can be performed [4].
Thus it is perceived that the major intention of the BPM remains in the direction of nurturing
the proficiency and efficacy related to every value development process for any company. As seen
from an operational viewpoint, the process management deals with defined measures, calculating the
performance and developing incrementally as an effective subsystem of regular business. This is
regarding the defining performance objectives for process the top-down approach on the basis of
benchmarking the outcomes or various strategic aims retrieved from the corporate initiatives and
doing important re-engineering tasks on methods to shut the current cost gaps and performances [5].
The common process system and the process standards are primary basis for optimizing outcomes
and systematic design, resources, and processes. Maximum effectiveness and efficiency issues is
found to have their foundation in diverse progressions. Here, appropriate distributions lead to
expertise of practices having minor amount of non-conformance with greater security and
trustworthiness and outcomes to reduce the process cycle time, process costs and enhancement of
quality.
Discussion on problems as highlighted by the authors:
The article highlights the fact that most of the issues with effectiveness and efficiencies in
any business have their source on different on-mastered measures. Suitable deployments lead to the
mastery of procedures regarding lesser non-conformance and greater safety and reliability. It leads to
decrease in the cost of process, time of process cycle and quality developments. It is witnessed from
experience that the transformations of business are the outcomes of smart process management [6].
In this way, the deployment of process management is to be arranged as the program of business

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transform covers every related element of the development of organization. As a result, there are
various problems with implementations for BPM. The various implementation sectors from where
the issues are mentioned hereafter.
Firstly, there is the organization of process management. Here, the roles and bodies of
process management as per the Siemens Process Framework must be established and the reason
individuals are to be assigned. Then there is process portfolio where the selection, assessing and
prioritizing are to be standardized and optimized. Next, there is process standardization and
documentation [7]. Besides, there is development of consistent and the organization-wide process for
validity of the process of portfolio. Next, process houses are to be deployed as per the reference
process house having the organization-wide connections. Further, the process performance controls
are established here that must define the KPI along with different metrics related to the process of
the portfolio. These are found to be derived from different strategies and different business goals.
Here, a relentless performance measurement that is KPI based and analysis for the measures are to
be introduced. Moreover, there are issues with project management maturity analysis. Besides, they
must conduct the process management maturity analysis for the business and implement and derive
the measures of developments [8]. Next, the process management maturity must be repeated for the
assessment of the objectives in periodic manner. Then, there is the necessity to offer the typical
implements and approaches essentials for accomplishments of process controlling. Regarding
communication they must provide the target group-specific data regarding contents, aims, roles and
responsibilities. Again, there are issues with qualification and training. Besides, they must derive the
measures of competency development for the people included in the process management [9].
Furthermore, problems have been there in success verification. This involves the target setting and
incentives. One must amend and check the incentive systems and target settings. Here, process
standardization and harmonization must be defined for the performance aims [10]. Next, they must

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deploy the process of target agreements and then define the related incentives. The problems are
reliable on others as far the contents [11]. Above all, the cultural environment, business situation and
readiness, so the business is extra boundary situations to be seen as the setup of contents and time
schedule of the deployment program [12].
Conclusion:
The article has demonstrated different process management deployment measures at high-
seized multinationals that are undertaken as the company-wide or corporate projects under Siemens
AG. The authors have introduced the PMMA established to scrutinize the positioning of process
management related to the organizational performances in this regard. The study has analyzed the
maturity model on the bass of some categories. This includes the process portfolio with targeting
system setting, documentation of process, governing process enactment, process optimization, tools
and methods, organization of process management, data management program management with IT-
architecture. The sections can comprehensively cover various aspects having effect on the process
management success. As PMMA lies on the key configuration of CMMI through a number of well-
defined stages of maturity, worksheets and structured questionnaires, it is simple to utilize and
analyze the respective unit of the organization undertaken in restricted timeframe. Any barrier in the
CMMI method is association of the standards to a single level of the maturity. This is resulting in the
misleading interpretations. Hence, usage of detailed view of analysis and maturity level at every
category for deriving more distinct image of development measures and best practices exchanges are
recommended. It must be done in such a way that it is derived from any instance of business case.
Further, the entire experience to use PMMA for the analysis is promising as per the acceptance,
simplicity of usage and covering various impact factors of BPM. Apart from this, it seems that

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PMMA is been fitting to the entire implementation process of BPM in the business and delivers the
vital link to the success of process management.

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References:
[1] M. Rohloff. Process management maturity assessment. AMCIS 2009 Proceedings, 2009,p.631.
[2] M. Rosemann and J. vom Brocke. The six core elements of business process management. In
Handbook on business process management , I, 2015, (pp. 105-122). Springer, Berlin, Heidelberg.
[3] P. Domingues, P. Sampaio and P.M. Arezes. Integrated management systems assessment: a
maturity model proposal. Journal of Cleaner Production, 124, 2016, pp.164-174.
[4] A. Tarhan, O. Turetken and H.A. Reijers. Business process maturity models: A systematic
literature review. Information and Software Technology, 75, 2016, pp.122-134.
[5] J. Vom Brocke, M. Petry and T. Gonser. Business process management. In A Handbook of
Business Transformation Management Methodology, 2016, (pp. 137-172). Routledge.
[6] A. Schumacher, S. Erol and W. Sihn. A maturity model for assessing Industry 4.0 readiness and
maturity of manufacturing enterprises. Procedia Cirp, 52, 2016, pp.161-166.
[7] R. Dijkman, S.V. Lammers and A. De Jong. Properties that influence business process
management maturity and its effect on organizational performance. Information Systems Frontiers,
18(4), 2016, pp.717-734.
[8] A. De Carolis, M. Macchi, E. Negri and S. Terzi . A maturity model for assessing the digital
readiness of manufacturing companies. In IFIP International Conference on Advances in Production
Management Systems, 2017, September (pp. 13-20). Springer, Cham.
[9] R. Gabryelczyk. Does Grade Level Matter for the Assessment of Business Process Management
Maturity?. Naše gospodarstvo/Our economy, 2016, 62(2), pp.3-11.