Processes Maturity of an Organization - Concept and Implementation

• Autorzy: Paweł Mielcarek
• Języki publikacji: EN

Abstrakty

EN

The presented concept of process maturity assessment of an organization has been proposed on the basis of literature studies. The inference is based on inductive procedures and will be verified by empirical studies. The aim of this article is to present the author's concept of process maturity as well as specific conditions of its implementation in an organization. The process maturity proposal consists of three dimensions: strategic, operational and effects. Then for each dimension three areas are indicated. As a result, a complex and multidimensional concept is presented that enables a move from a functional to a process-oriented organization. The level of process maturity is indicated by an assessment of each dimension and area. Altogether there are five levels of process maturity, where the zero level means no maturity and the fifth level is full maturity. In the second part of this paper, attention is paid to the issue of implementation of process maturity. Some recommendations and some operational framework examples are presented as well as key barriers concerned with this project. In terms of value added, the presented concept can be used to assess the maturity of the entire organization, as well as the individual process or process area. Also, the utility and complexity of the proposed model will allow a better understanding of the whole process for decision makers and ensure the controllability of the project of introducing process orientation into an organization. Therefore, this text is addressed to people concerned with practical and theoretical determinants of process maturity. (original abstract)

Słowa kluczowe

EN

Process and Enterprise Maturity Model (PEMM); Organisational processes; Business Process Management (BPM)

PL

Model Dojrzałości Procesów i Przedsiębiorstw; Procesy organizacyjne; Zarządzanie procesami biznesowymi

• Czasopismo: Business and Non-profit Organizations Facing Increased Competition and Growing Customers' Demands
• Rocznik: 2018
• Tom: 17
• Strony: 37--49

Twórcy

autor

Paweł Mielcarek

• Poznan University of Business and Economics, Poland

Bibliografia

• Bitkowska, A. (2009). Zarządzanie Procesami Biznesowymi w Przedsiębiorstwie. Warszawa: Vizja Press&It.
• Brajer-Marczak, R. (2010). Efektywność organizacji z perspektywy modelu dojrzałości procesowej. Zarządzanie i Finanse. Zeszyty Naukowe, 3(1), 513-523.
• Cieśliński, W. (2009). Procesowa orientacja przedsiębiorstw - wyniki badań empirycznych. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 52, 41-48.
• Fisher, D.M. (2004). The business process maturity model: A practical approach for identifying opportunities. Retrieved 4 April, 2018, from https://www.bptrends.com/bpt/wp-content/publicationfiles/10-04%20ART%20BP%20Maturity%20Model%20-%20Fisher.pdf
• Grajewski, P. (2007). Organizacja Procesowa. Warszawa: Polskie Wydawnictwo Ekonomiczne.
• Grela, G. (2013). Ocena poziomu dojrzałości procesowej organizacji. Nierówności Społeczne a Wzrost Gospodarczy, 35, 169-182.
• Hammer, M. (2007). The process audit. Harvard Business Review, April, 111-123.
• Harmon, P. (2003). Business Process Change. A Manager's Guide to Improving, Redesigned, and Automating Processes. San Francisco: Morgan Kaufman Publishers.
• Humphrey, W. (1995). A Discipline for Software Engineering. Massachusetts: Addison-Wesley.
• Kalinowski, T.B. (2011). Modele oceny dojrzałości procesów. Acta Univesritatis Lodziensis Folia Oeconomica, 258, 173-187.
• Kerremans, M. (2008). Maturity assessment for business process improvement leaders: Six phases for successful BPM adoption. Retrived from https://www.aoc.co.uk/sites/default/files/Maturity_Assessment_for_Business.pdf
• Krukowski, K. (2016). Kulturowe Uwarunkowania Dojrzałości Procesowej Urzędów Miast. Toruń: Wydawnictwo Naukowe Uniwersytetu Mikołaja Kopernika.
• Perechuda, K. (2005). Dyfuzja Wiedzy w Przedsiębiorstwie Sieciowym. Wizualizacja i Kompozycja. Wrocław: Akademia Ekonomiczna we Wrocławiu.
• Spanyi, A. (2004). Beyond process maturity to process competence. BPTrends, June, 1-5.