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How to improve the assessment of BPM maturity in the era of digital transformation
Information Systems and E-Business Management ( IF 2.775 ) Pub Date : 2021-12-27 , DOI: 10.1007/s10257-021-00549-w
Marek Szelągowski 1 , Justyna Berniak-Woźny 1
Affiliation  

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.



中文翻译:

数字化转型时代如何提高BPM成熟度评估

近 30 年来,构建业务流程管理成熟度模型 (BPM MM) 的方式、分配给各个成熟度级别的重要性以及为 BPM 成熟度评估选择的标准和关键成功因素没有显着变化,尽管在那些三年来,商业环境和组织本身发生了巨大变化。超自动化的影响和变化速度的加快需要将成熟度评估与 BPM 实施方法相结合,包括对选定的流程组重复成熟度评估。这导致迫切需要使流程成熟度评估方法和 BPM MM 适应不断变化的工作条件和业务需求。本概念性论文基于模型方法。文章中提出的框架继续,同时明显偏离了基于能力成熟度模型(CMM)构建 BPM MM 的传统。提出了一个两阶段的组织流程成熟度评估综合流程,全面融入BPM实施流程和进一步的业务流程管理。所提出的框架使得评估工业 4.0 组织的流程成熟度成为可能,其中动态知识密集型业务流程 (kiBP) 在创造价值方面发挥着关键作用。完全融入BPM实施流程和进一步的业务流程管理。所提出的框架使得评估工业 4.0 组织的流程成熟度成为可能,其中动态知识密集型业务流程 (kiBP) 在创造价值方面发挥着关键作用。完全融入BPM实施流程和进一步的业务流程管理。所提出的框架使得评估工业 4.0 组织的流程成熟度成为可能,其中动态知识密集型业务流程 (kiBP) 在创造价值方面发挥着关键作用。

更新日期:2021-12-27
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