TABLE OF CONTENTS This part of the book is aimed predominantly at the executives of an organization, although project manager and team members will find that it contains useful and important information. It provides insights into how to determine the BPM maturity (BPMM) of the organization or business unit and how to embed BPM within an organization to ensure a continuous business process improvement culture.
Chapter 27 (BPM Maturity) is jointly written by Professor Michael Rosemann and Tonia de Bruin of the Queensland University of Technology, and Brad Power, the Executive Director of the Process Management Research Center at Babson College in Boston. Tonia is a former consultant who, at the time of writing, was undertaking her PhD and is working with Michael and Brad to develop a BPMM model that can be used as a global standard.
The chapter provides a brief overview of the model and their research findings to date. While many individuals and organizations have developed BPMM models, this one is more sophisticated than its predecessors and addresses-specific BPM complexities in a highly practical manner. The chapter will allow readers the opportunity to estimate their level of (BPMM) and develop a rudimentary roadmap forward.
Chapter 28 takes the information learned from the framework and maturity model and suggests ways of embedding BPM within the organization, depending upon the level of process understanding and acceptance within the organization. The aim is to develop a business...
