How to guide organizations in Maturity in BPM?

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The selection of software for the technological implementation of the Business Process Management (BPM) discipline will depend mainly on whether we want to cover the entire BPM life cycle or only some of its phases. The selection methodology explained below is valid for both cases, but when defining the evaluation criteria, it will be necessary to take into account what is the scope sought (with respect to the BPM life cycle), in order to evaluate similar products.

A Process Oriented Organization is one that, following the principles of the management discipline of BPM (Business Process Management), recognizes the importance of the processes that define the value chain of your business, deals with the management thereof and treats them as assets of the company. Business processes must be cared for, maintained and managed correctly in order to create value for their clients through the processes they execute.

The transformation of a traditional functional organization to a process-oriented company implies a significant change in the corporate culture, being the most critical success factor for the success of any BPM initiative in the organization. To manage the change of a BPM implementation, it will be necessary to lead a project that motivates those involved in the change, to assimilate that it is a change to improve and achieve short-term achievements over time.

When a company is process-oriented implies that the responsibility for the results obtained is established on the transversal processes and not on the functional level of the organizational units, and also identifies which processes participate in the strategic compliance of the company, so that they will optimize those processes according to their contribution in the objectives to be reached. But on the way to achieve Excellence in Processes, the company goes through different levels of maturity in processes.

Maturity as a measure to evaluate the capabilities of an organization in regard to a particular discipline has become very popular since the Institute SEI (Software Engineering Institute) of Carnegie Mellon University proposed the model CMM (Capability Maturity Model) for the evaluation of software development processes. This model has been used to apply it in other approaches such as, for example, IT Infrastructure Management, Enterprise Architecture Management and Knowledge Management; and also, for Process Orientation of an organization.

Many organizations use maturity models (Business Process Maturity Models - BPMM) to check how well their organizations manage their processes. BPMM is a model that we must consider when starting any process management project, improvement of the same or BPM project and can be used by organizations to:

• Describe the state of how our organization is, its strengths and weaknesses in relation to process management.
• Prescribe the path we must follow to advance in process management and improvement of them.
• Compare the status of our organization with respect to standards and other organizations and as a benchmarking tool.
• Ensure the culture of continuous improvement of the business processes of an organization

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