ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Localization Maturity Model - the Reactive Stages.
We understand that most organizations do not have the time and internal resources to focus on process management and improvement on their own. Language Solutions Inc. has developed the Client Mentor Program™ to work side-by-side with our clients, guiding and empowering them to take an active role in their globalization and localization initiatives. This assistance and the tools for clients are offered for your success as your translation needs and management of those needs grow.
The LSI Global Communication Maturity Model™ 2.0 shows an enhanced view of the stages through which organizations will progress when implementing a global communications strategy. Each stage represents a point in time when an organization faces unique challenges that must be met and built upon in order to move forward on their global business path.
http://www.langsolinc.com/translation-quality-standards/localization-maturity/
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
This article reports the results of an analysis of 13 business transformation case studies. Some were successful, some failed and the rest were partly successful. It shows how the BTM2 (Business Transformation Management Methodology) disciplines influence the outcomes and explains why some are more successful than the others. By John Ward and Axel Uhl
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Localization Maturity Model - the Reactive Stages.
We understand that most organizations do not have the time and internal resources to focus on process management and improvement on their own. Language Solutions Inc. has developed the Client Mentor Program™ to work side-by-side with our clients, guiding and empowering them to take an active role in their globalization and localization initiatives. This assistance and the tools for clients are offered for your success as your translation needs and management of those needs grow.
The LSI Global Communication Maturity Model™ 2.0 shows an enhanced view of the stages through which organizations will progress when implementing a global communications strategy. Each stage represents a point in time when an organization faces unique challenges that must be met and built upon in order to move forward on their global business path.
http://www.langsolinc.com/translation-quality-standards/localization-maturity/
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
This article reports the results of an analysis of 13 business transformation case studies. Some were successful, some failed and the rest were partly successful. It shows how the BTM2 (Business Transformation Management Methodology) disciplines influence the outcomes and explains why some are more successful than the others. By John Ward and Axel Uhl
The ideas put forward in this document are my own. These were born out of the theme for the 2nd International Colloquium On High Maturity Best Practices 2011
(HMBP 2011).
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Case discussion by Augustine Merriska, Fari Rahmatullah, IndriyanaDamayanti
Kristia, Tiara Nursyani, Yanda Eldiyana
From book Managing Organizational Change-Ian Palmer, Richard Dunford, Gib Akin
The Adoption of Benchmarking Principles for Project Management Performance Im...ijmpict
Effective management of projects is increasingly becoming important for organisations to remain competitive in today’s dynamic business environment. The use of benchmarking is widening as a technique for supporting project management. Benchmarking is the search of best practices that will lead to superior performance in some business activity. Benchmarking has been recognised as one of the most responsive evaluation tool for performance improvement within organisations by creating a culture of continuous improvement from learning best management practices. This paper presents how benchmarking principles can be applied to improve project management process and performance. The benefits and challenges of benchmarking management of projects are also discussed.
Evaluating phase level for critical success factors of BPM-system implementat...IJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
A THEMATIC LITERATURE REVIEW ON BUSINESS PROCESS MANAGEMENTijmvsc
Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
The ideas put forward in this document are my own. These were born out of the theme for the 2nd International Colloquium On High Maturity Best Practices 2011
(HMBP 2011).
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Case discussion by Augustine Merriska, Fari Rahmatullah, IndriyanaDamayanti
Kristia, Tiara Nursyani, Yanda Eldiyana
From book Managing Organizational Change-Ian Palmer, Richard Dunford, Gib Akin
The Adoption of Benchmarking Principles for Project Management Performance Im...ijmpict
Effective management of projects is increasingly becoming important for organisations to remain competitive in today’s dynamic business environment. The use of benchmarking is widening as a technique for supporting project management. Benchmarking is the search of best practices that will lead to superior performance in some business activity. Benchmarking has been recognised as one of the most responsive evaluation tool for performance improvement within organisations by creating a culture of continuous improvement from learning best management practices. This paper presents how benchmarking principles can be applied to improve project management process and performance. The benefits and challenges of benchmarking management of projects are also discussed.
Evaluating phase level for critical success factors of BPM-system implementat...IJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
A THEMATIC LITERATURE REVIEW ON BUSINESS PROCESS MANAGEMENTijmvsc
Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
A Fuzzy Expert System for Maturity Assessment based on OPM3IDES Editor
Despite of increasing interest of researchers to
issues related to maturity and specially the role of
organizational maturity and its impact on OPM3 there is not
enough studies about maturity level measurement. The
purpose of this research is maturity assessment of OPM3 of
organizations by an intelligent system. Here, a Fuzzy Expert
System has been designed with considering main effective
variables on maturity assessment as Inputs variables and level
of maturity as output. Then, the system rules have been
extracted from some experts and the system has been
developed with the use of FIS tool of MATLAB software.
Finally, the presented steps have been run in an IT company
as empirical study.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
NAVIGATING THE BUSINESS PROCESS MANAGEMENT (BPM) IMPLEMENTATION JOURNEY: STRA...ectijjournal
Business Process Management (BPM) offers a powerful framework for enhancing organizational efficiency
and effectiveness. However, a significant challenge lies in translating theoretical BPM concepts into
actionable, real-world practices. This research endeavors to investigate and present strategies that
facilitate the seamless integration of BPM theory with practical implementation. The research employs a
comprehensive review of existing literature, supplemented by in-depth interviews with industry experts and
case studies of successful BPM implementations across diverse sectors. By examining these varied
approaches, this research identifies common threads and critical success factors in the journey from BPM
theory to practice. Key findings highlight the importance of stakeholder engagement, organizational
culture alignment, and iterative refinement in the BPM implementation process. Additionally, the research
sheds light on adaptable frameworks and tools that can be employed to bridge the gap between theory and
practice. The outcomes of this research provide a valuable resource for organizations seeking to maximize
the benefits of BPM within their operations. By offering actionable insights and best practices, this
research aims to guide practitioners and decision-makers in navigating the complex terrain of BPM
implementation, ultimately leading to improved operational performance and sustained competitive
advantage.
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Bet...Dr. Mustafa Değerli
Değerli, M. (2020). Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Better Process, Performance, and Products. 5th International Conference on Computer Science & Engineering (UBMK 2020). 10.1109/UBMK50275.2020.9219438 - https://ieeexplore.ieee.org/xpl/conhome/9212329/proceeding
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
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Monthly Journal,
Good quality Journals,
Research,
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Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
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IJETR, IJMCTR,
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Monthly Journal,
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Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
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Journals,
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Monthly Journal,
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Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
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Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
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Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
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ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
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Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
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IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
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Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
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Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
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Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
GIÁO ÁN DẠY THÊM (KẾ HOẠCH BÀI BUỔI 2) - TIẾNG ANH 8 GLOBAL SUCCESS (2 CỘT) N...
Ijetr021207
1. International Journal of Engineering and Technical Research (IJETR)
ISSN: 2321-0869, Volume-2, Issue-2, February 2014
1 www.erpublication.org
Abstract— Nowadays, with the fierce competition,
increasingly more companies begin to pay more attention to
efficient management which can help companies to make quick
decision, fast information transfer and shorter cycle times. In
order to achieve this, many companies start internally to
improve their business process continuously in different aspects
to respond the changes in environment and customers’ needs. So
business process management (BPM) becomes the most popular
business and technology management method in the recent
years, it is important for Business Success and improving
organizational performance, to identify current Status of BPM
and its weaknesses and strengths. In this paper, we developed a
holistic BPM maturity model (BPM3) by analysis BPM
maturity models. This model provides a framework for the
detailed evaluation of BPM capabilities and achievements
within organizations and better BPM implementation in the
future.
Index Terms— business process management, business
process management maturity, maturity models.
I. INTRODUCTION
Business Process Management is a widely known approach
focused on aligning processes of an organization in order to
achieve improved efficiency and client satisfaction. BPM is
the combination of measures, tools and technologies to design
and govern business process [16]. In recent years we have
witnessed many studies about the importance of BPM that
have expressed BPM as a dominant approach for
organizational success in today's business environment and
have mentioned the benefits of BPM [16]. However with
BPM adoption, organizations aim to generate high-value
business benefits via increased efficiency, visibility, and
agility, BPM can be a risky proposition with potential for
large investments and uncertain outcomes. there are BPM
studies and reports that have pointed out inefficacy and high
failure rate of these measures in different organizations and
have shown that a large percentage of BPM projects,
programs, or initiatives have been unsuccessful [22], [5]. An
extensive review of current literature into BPM has confirmed
BPM as a complex management practice that many
organizations find difficult to implement and progress to
Manuscript received January 30, 2014.
Nastaran Hajiheydari, Management Faculty, University of Tehran,
Tehran, Iran
Abdolmohammad Mahdavi, Social Science and Economy Faculty,
Alzahra University, Tehran, Iran.
Akram Shafiei, Social Science and Economy Faculty, Alzahra
University, Tehran, Iran.
higher stages of maturity. Maturity models have been
developed to assist organizations in this endeavor. These
models are used as an evaluative and comparative basis for
improvement [12], [19], [37] and in order to derive an
informed approach for increasing the capability of a specific
area within an organization [3], [17], [30]. Maturity models
have been designed to assess the maturity (i.e. competency,
capability, level of sophistication) of a selected domain based
on a more or less comprehensive set of criteria [31], [11]. In
this study, based on research related to BPM maturity and
critical success factors, we are going to develop a conceptual
model of BPM that achieves three primary aims: enable
organizations to assess their current strengths and weaknesses
in BPM; enable organizations to determine their desired
maturity stage with respect to key factors within BPM; and to
assist organizations in developing a BPM progress road-map
to move from their as-is to their desired to-be positions. In
continue of this study, we present an overview of the related
literatures on BPM and BPM maturity models and develop
the conceptual model and finally, present a conclusion.
II. LITERATURE
Curtis & Alden estimate that there are over two hundred
maturity models [9]. Existing models are applied within a
variety of industries, mainly for IT application. Since the
Software engineering Institute at Carnegie Mellon University
proposed the Capability Maturity Model (CMM), which
illustrates five maturity levels to access the process of the
software development, many researchers focus on how to
evaluate the company‟s maturity level. The concept of
process maturity becomes very important in adopting process
management [27].
So many authors such as Paulk et al, Fisher, Rosemann &
Bruin and Sinur & Melenovsky, begin to introduce maturity
into BPM model to help the company know BPM-maturity
level of organizations [30], [12], [31], [25]. Maturity models
have been designed to assess the company maturity level from
the different factors and each factor‟s criteria in different
maturity level [31]. Harmon has developed a maturity model
for BPM maturity assessments, which is based on the CMM
model [18]. The Harmon model used the same five stages for
maturity assessment, but the focus lies with Business Process
Management .Harmon states that a small group assesses one
sub-process. If multiple processes are to be assessed on their
maturity each process should be assessed individually rather
than assessing the whole.
DEVELOPING A HOLISTIC BUSINESS
PROCESS MANAGEMENT MATURITY MODEL
(BPM3)
Nastaran Hajiheydari, Abdolmohammad Mahdavi, Akram Shafiei
2. DEVELOPING A HOLISTIC BUSINESS PROCESS MANAGEMENT MATURITY MODEL (BPM3)
2 www.erpublication.org
Fisher combines five factors into the five stages of maturity
which really gives a clear picture of the different maturity
levels‟ characters by providing a two-dimensional model
[12]. The model incorporated the so-called „five levers of
change‟ (strategy, controls, people, technology) that represent
the core of most organizations. The five levers of change
provide the components about which one can assess the
capabilities of an organization. As the capabilities advance,
an organization can progress through the second dimension of
the model: the „states of process maturity‟.
Rosemann & Bruin use Delphi method to identify the critical
success factors which enables organizations to visualize
strength and weakness [31].
Sinur & Melenovsky, who work in Gartner group and use
Gartner model to name their model, use six phases to describe
BPM-maturity level and also give six phases‟ different
requirements and features. Gartner model focuses on six
critical success factors which are strategy alignment, culture
and leadership, people, governance, methods and IT [25].
Many researchers are focusing on these factors of BPM [12],
[31], [13]. A great benefit of the Gartner model is that it
contains descriptions of “triggers” that enable an organization
to move from a maturity phase to a higher phase and the
needed competencies for reaching an organization‟s goals.
This model contains a number of potential challenges in
achieving higher maturity levels.
At the end of 2007 the Object Management Group (OMG)
released the Business Process Management Maturity Model
(BPMM). Like CMM, the OMG BPMM consists of five
levels of maturity (Initial, Managed, Standardized,
Predictable, Innovating) [29], but rather than describing
specific levels for the process capacity (the extent to which
the consequences of achieving a higher maturity level can be
predicted), the OMG BPMM will assess the process capacity
directly from the process maturity. BPMM defines objectives
for each process area thread. This is supplemented by
practices how to reach these objectives. Overall the BPMM
offers a variety of recommendations for BPM
implementation. On the other hand it leaves some deficiencies
in areas like process organization and process accountability.
The important role of IT support for BPM is not covered in
this model.
Rohloff proposes a framework for BPM implementation in
large organizations [34]. The so-named “Process
Management Maturity Assessment (PMMA)” has its focus on
the assessment of the organizational implementation of all
BPM activities. The PMMA consists of nine categories with
one to three sub-categories each: process portfolio & target
setting, process documentation, process performance
controlling, process optimization, methods & tools, process
management organization, program management,
qualification, communication, data management & IT
architecture. For every sub-category, each maturity level 1-5
is clearly defined in a to-be status by a set of criteria.
III. BUSINESS PROCESS MANAGEMENT MATURITY MODEL
As mentioned in the literatures, many factors are involved in
effective BPM implementation. According to conducted
studies, the following dimensions were identified:
1- Strategic alignment: Strategic alignment of BPM is
defined as “the continual tight linkage of organizational
priorities and enterprise processes enabling the
achievement of business goals” [25], [32]. To achieve long
–term success and improved performance, BPM requires
alignment with the overall strategy of an organization.
Typically within the purview of operations management,
processes have to be designed, executed, managed, and
measured according to strategic priorities and situations
[2].
2- Culture & leadership: Culture creates a facilitating
environment that complements the various BPM
initiatives, and can help BPM project progress by leading
it to success [8]. The impact of culture-related activities
tends to have a much longer time horizon than activities
related to any of the other factors [15], [33] therefore it is
an important strategic antecedent to BPM project success.
3- Process Architecture: Existing literature specifically
recognized the vital role of process architecture in BPM
efforts. The role of process architecture in structural design
of general process systems and applies to fields such as
computers (software, hardware, networks, etc.), business
processes (enterprise architecture, policy and procedures,
logistics, project management, etc.), and any other process
system of varying degrees of complexity is very important
[10].
4- Methods: It is The set of standards and methods that
foster effective process management, including a glossary,
modeling and notation standards, modeling and
improvement methods, governance structures and
practices, assessment of implementation effectiveness, and
measurement of value [7]. The lack of standard guidelines
or common industry practice results in repeated
reinventions. Lack of standard methodology within
organizational contexts for the uptake of BPM as a
management approach and subsequently within technology
infrastructures, results in substantial „pain points‟ and
unnecessary „reinvention-of-the-wheel‟ situations for
vendors [6].
5- Monitoring: This diminution includes two sub
categories: Measurements and Process Optimization.
Measurements refer to measurements of the processes,
project and people performance and choose the suitable
process for change in addition of assessment of the
improvement. BPM projects need some metrics and
standards to monitor the progress and ensure that the goals
are achieved [6]. Process Optimization focuses on the
improvement of cross functional processes. This involves
continues monitoring, evaluation, measurement and
process innovation [26].
6- People: The people in BPM context refers to the
individuals and groups who continually enhance and apply
their process related expertise and knowledge [25]. People
are one of the most important elements in the business
process change since processes should be conducted by
people in organization [6].
7- Information technology (IT): IT includes hardware,
information systems, and communication technology,
which provide individuals with the required information
[1], [4] and enable and support process activities [25].
Appropriate IT is a necessary component and natural
partner to BPM. IT plays a central and important role in
almost all BPM projects arguably BPM's intellectual
foundation is within the information systems research field
[20]. IT is usually both the enabler and facilitator of
changes (and sometimes an outcome) identified in BPM
3. International Journal of Engineering and Technical Research (IJETR)
ISSN: 2321-0869, Volume-2, Issue-2, February 2014
3 www.erpublication.org
projects [4]. The relationship between BPM and IT is
mutually beneficial, in that successful implementation also
requires effective BPM [35],[38]. Overlooking the role of
IT can result in failure [35]. Appropriate IT capabilities are
particularly effective in realizing the other critical success
factors by integrating human, business, and organization
together [14],[24].
8- Stakeholder management & communication: A
stakeholder is an individual, or group of individuals, who
have (or believe they have) a „stake‟ (positive or negative)
in the project. Adding value to the stakeholder management
and providing the expertise necessary to ensure that
stakeholders remain continually engaged and focused
towards a successful BPM delivery have their needs met
and are focused towards a successful BPM delivery.
Communications must be targeted specifically to the
various groups [21].
9- Governance: BPM governance is a set of guidelines and
processes focused on organizing all BPM activities and
initiatives of an organization in order to manage the BPM
project [23]. Business process governance "governs" BPM,
and its main purpose is to ensure that BPM delivers
efficient results [36]. According to Rosemann and de
Bruin, governance is one of key factors to build BPM
maturity [31]. Good governance is necessary for the
success of business processes, which in turn, contribute to
business success [28].
10- Scope of implementation: This diminution is the
organizational context in which BPM is being used
including the range of processes being addressed [7]. In
implementation critical success factors and BPM maturity
models studies have been proposed to this factor as
automation.
These factors can be grouped into four categories namely
“process cluster, instrumental cluster, organizational cluster
and operational cluster”. Organizational cluster includes all
of dominations that are related to organizations, are necessary
to BPM implementation efficiently and show Organizational
readiness. This cluster includes strategy alignment, human
resources, and culture and leaderships dimensions.
Instrumental cluster represents tools that are necessary for
taking advantage of this approach and includes three
dimensions: IT, monitoring and methods. Process cluster
Indicates how the use of this approach and involves process
architecture and implementation scope diminutions.
Eventually, operational cluster Indicates actions that are
important for the management and organization of this
Approach and includes Stakeholder management &
communication and process management governance
dimensions. Based on these four clusters and dimensions are
shown in figure 1, we introduce five levels for BPM maturity.
Each level has its own characteristics also it has its previous
level attributes.
BPM maturity stages in this model have been chosen on the
basis of the Capability Maturity Model [30] and Gartner
model [25], and there are five of them: initial, repeated,
defined, managed and sustained.:
A. initial
During this level, an organization does not take any or takes
only unstructured and uncoordinated action of BPM. At this
level enterprise lacks the consistent realization of processes or
practices for performing business activities. Some managers
become aware of importance of BPM approach. Since there is
no "organized" BPM, duplication of efforts directed to goals
achievement often occurs. The most frequent problem is not
connected to employees, but to managers, in the sense that
managers fail to create a stable environment in which
employees can perform their duties in disciplined and
professional way.
(a) P
e
o
p
l
e
Monitoring
Methods
Information
Technology
Culture &
Leadership
BPM MATURITY
ProcessOperational
Organizational Instrumental
Process Architecture
Scope Of
Implementation
Strategic Alignment
Initial
Defined
Managed
Repeatable
Optimized
(b) G
o
v
e
r
n
a
n
c
e
(c) S
t
a
k
e
h
o
l
d
e
r
C
o
m
m
u
n
i
c
a
t
i
o
n
&
M
a
n
a
g
e
m
e
n
t
Fig 1: BPM maturity model
People
Governance
Communication & Management
Stakeholder
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B. repeated
The first documented processes appear during the repeated
stage, the management and staff involvement increases, and
attempts are made to structure the methodology and to find
common standards. Managers understand the importance of
process management, but that it is not yet accepted at the
enterprise level (as a whole). Bearing in mind that local
activities have been stabilized, for the enterprises at this stage
can be said that they are in tactical integration. However, this
refers to integration of individual activities, as part of the
process, which means that this integration is still, in the
majority of cases, limited by functions (organizational units).
C.defined
A wider use of technology in BPM communication,
organizing comprehensive and formal BPM training sessions
appear during the defined stage. This is the first phase in
which the processes are managed from beginning till the end,
and therefore the enterprise state during this phase may be
described as process orientation. Also, standardization
involves the establishment of a unified system of measures,
which makes it easier for managers to identify opportunities
for improvement, and learn on the basis of experience.
D.Managed
During the managed stage, organizations have established
Process Governance Improvement Centres, combine business
and IT during process governance and have formal process
governance positions and responsible staff members
appointed. BPM at this level is not only information
technology, but becomes a way of enterprise management,
because enterprise management is based on process
management. It can be said that the enterprise at this stage can
be defined as an optimized enterprise.
E.sustained
During the sustained stage, the organization maintains a
strong process governance position not only at the strategic
level, but also in operational management [31]. At this stage
business culture, which implies continuous change, is
promoted, because the improvement of business culture or the
establishment of supportive, innovative business culture (that
contributes to continuous improvement activities and
processes) becomes everyday job for all employees,
regardless of function or organizational unit in which are
engaged. Business as a whole is the subject of optimization. In
addition to the enterprise‟s business processes inter-relation,
process approach expands outside the enterprise, above all,
bearing in mind the customers (users) and suppliers, and
therefore at this stage the enterprise represents the intelligent
network.
It is not crucial for the organization to reach the last phase of
maturity, but organizations should aim for the phase that is
suitable and adequate for the set goals. It is advisable to
achieve at least the third stage of Business Process
Management maturity for process-oriented organizations.
Organizations can identify the level of BPM maturity by the
shown dimensions in table 1. For each maturity level
indicators have been identified. The presence or lack of them
can shows strengths and weaknesses of BPM in the
organization.
Table 1: Clusters And Dimensions Of Business Process Management Maturity Model (BPM3)
BUSSINESS PROCESS MANAGEMENT MATURITY MODEL (BPM3)
Clusters Dimensions Indicators
Organizational
strategic alignment
Process communication and collaboration
Aligning design strategy with the people priorities
People
Training BPM skills & knowledge
BPM knowledge, expertise & skills
culture & leadership
Reaction to change
Beliefs & values
Attitudes & behaviors
leadership attention
BPM Social network
Instrumental
Methods
Quality
Scope
How to manage & deploy standards & methods
Information technology
Characteristics of the BPM Technology
How to manage and support the IT
Range of used technologies
Monitoring
indicators of performance assessment with objectives & standards
Determine the extent of the gap between process design & implementation
Predicting the change outcomes
processes improvement Methods & technologies
How to Identifying & select improvement Innovation
Operational
stakeholder
communication &
management
Identifying stakeholders & key people
Methods used to manage stakeholder
How to communicate & engage stakeholders
BPM governance
how to Characterization & description of the governance structure
how to Characterization &description of the roles
Process
implementation scope
Domain of processes that are managed
Type of automated processes
Process architecture
The characteristics of the architecture artifacts
Ownership of Architecture artifacts
How to use the Architecture artifacts
5. International Journal of Engineering and Technical Research (IJETR)
ISSN: 2321-0869, Volume-2, Issue-2, February 2014
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The model and the findings derived from its application can
be used to identify and direct necessary BPM-related
activities, i.e. it can be used to define intended to-be maturity.
It enables organizations to focus on less mature areas and to
develop a structured and specific improvement plan for
progressing to the determined to-be situation. The model
facilitates informed decisions about prioritizing areas for
BPM development. The model provides a framework for
understanding the relative cost-benefits of investing in
proposed changes and the impacts of those changes on the
realization of the organization‟s strategic objectives. The
model can be applied over time and supports as a longitudinal
study the measurement of actual progress in the BPM
capabilities, i.e. it can serve as a continuous monitoring tool in
the process of moving from as-is maturity to to-be maturity.
Finally, the application of the model in a number of
organizations will allow benchmarking studies within and
across organizations, industries and countries.
IV. CONCLUSION
By review research and literature, we identified key factors
for effective implementation of BPM. These key factors were
grouped into four categories namely “process cluster,
instrumental cluster, organizational cluster and operational
cluster”. Organizational cluster includes all of dominations
that are related to organizations and includes strategy
alignment, human resources, and culture and leaderships
dimensions. Instrumental cluster consists of BPM tools and
mechanisms and includes three dimensions: Information
Technology, monitoring and methods. Process cluster
Indicates how the use of this approach and involves process
architecture and implementation scope diminutions.
Operational cluster indicates actions that are important for the
management and organization of this Approach and includes
Stakeholder management & communication and process
management governance dimensions. By employing this
model, organizations can measure existing status of BPM and
determine their weaknesses and strengths. This model can
assess separately situation of organizational, instrumental,
operational and process clusters. This ability helps to
accurately determine weaknesses and strengths. Indicators
were identified in table 1, can support organization efforts in
order to implementation of BPM. Some actions can help
organizations to effectively implement BPM.
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