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Every process manager knows that BPM is not a project but a journey that you take to create a flexible and agile organization that can renew itself like a Phoenix.

The roadmap of this journey is dependent on the current situation (maturity) of an organization. To measure the current situation there are many maturity models available on the market like EFQM, OMG, Baldrige, COBIT, and CMMI, Hammer and Gartner.

All these BPM maturity models have a lot of commonalities but they also have their own objectives. IDS Scheer NL has analyzed these maturity models and has developed an Enterprise BPM framework to capture the strong points of all these maturity models

The BPM framework is a 4*4 matrix, the horizontal axis consists out of the 4 project phases of the continious BPM loop: Strategy, Design, Implementation and Control, The vertical axis consist out of the 4 driving forces within an organization which should work together to make an organization flexible; Business Management (CEO), Operational management (COO) Organizational Management (HRM) and Management control (CFO) The result is 16 BPM process area’s which are required to fully utilize the potential of BPM. (see figure 1).

For every of the 16 Process area’s the BPM maturity can be determined based on the CMMI concept. 

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Figure 1 BPM framework

 

Every organization has 4 other domains in which BPM related projects are executed; Corporate Performance Management (CPM), IT architecture Management (ITAM) and Governance Risks and Compliance (GRC), Core Application Framework (CAF,SAP) The BPM framework can be also used in all these domains, which results in 5 maturity models including the ERP/SAP maturity model (see figure 2).

 

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Figure 2 Enterprise BPM framework

 

 

The Enterprise BPM framework can be used for cross domain maturity analysis, BPM ROI calculations and the implementation of a BPM platform. The BPM platform could be used for the day to day management control of the principles of TQM and BPM maturity models like Baldrige and EFQM.

 

In the next blogs I will elaborate on the following topics;

  1. The relationship between maturity levels, ROI and the BPM stakeholders
  2. The relation ship between the BPM process area’s, the required BPM projects and the SAP/ BPM implementation platform
  3. The relationship between BPM maturity models, BPM governance and the day to day BPM maturity control
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  1. Marilyn Pratt
    Hope you quickly can produce a “next chapter” as this first one is very promising. After attending BPM2008 I would expect to see IDS Scheer more visible and vocal in this space.
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