subject: The Introduction To Process Maturity Model [print this page] Immature business process is a common issue most of the modern organisations are facing today. It has been noticed that Business Process Maturity is not well-defined and standardized in many workplaces. Therefore creating fundamental elements or theories to construct Process Maturity Model is todays top business priority.
Originally the repair work started with the introduction of Capability Maturity Model (CMM) where a stage-structured guideline was invented for optimising software engineering in terms of process and management. CMM consists of stages which again contains key process areas and sub-goals.
This time the goal is to find out feasibility of Business Process Maturity Model (BPMM) based on CMM framework. The focus would be on the transformation phase from CMM to PMM. In fact CMM is the precursor to PMM. Here we will learn how an organisation should master in Process maturity model to ensure better output.
Linking CMM to PMM The evolution starts:
Capability Maturity Model (CMM) has certain ladders to step in. The key stages define processes in following order - Initial > Repeatable > Defined > Managed > Optimising etc. Let us see how each of these levels works in a CMM model.
Initial - Here few activities are extremely well defined. Success depends on how individuals are putting effort into it. Any entrepreneur can get started in any way they can in this stage.
Repeatable Here organisations become more mature and disciplined. The fundamental job is to track cost, time schedule and functionality. Necessary steps can be taken to repeat earlier successes.
Defined Here the process for both management and engineering is documented and defined.
Managed Here process measurement is done in detail. The stage is known for quantitative understanding and control. Both quality of products and processes are monitored in disciplined way.
Optimising This is the final step where process improvements are measured tactfully. Business owner pitches innovative new ideas and technologies to gauge the level of improvement. Quantitative feedbacks also come into play.
Thus CMM describes the route to process maturity for a Business. But in real situations there are discrepancies in what is said and what is done.
The points of disconnection -
This article reads about evolution of Business Process Maturity Model. Know how CMM has developed in Process Maturity Model and thus optimise business activities.
Many a times organisations fail to apply these steps properly. You will see most of the organisations lie between levels 2 (repeatable) and 3 (defined). They have standardized and documented processes but managers goal are not properly linked to process goals.
If you see step no. 4 (Managed), a very few organisations have a complete idea of how internal processes are related and how they are aligned with corporate goals and strategies. There should be management hierarchy to specify relevant process activities.
In the final stage, (Optimising phase), organisations expect their managers and employees to work together in a routine format. But many even cant reach up to this stage where employees can conduct systematic experiments to determine if any changes would be feasible and useful. In all the 3 occasions capability becomes an issue.
Thus in the context of modern business structure, objective of capability maturity model gets shattered.
Introduction to Process Maturity Model -
Here originates the idea of fine-tuning CMM model and get Process Maturity Model in place. Process maturity is the product of three qualities predictability, control and effectiveness. It has some extra functionality as compared to existing CMM structure.
PMM includes guidelines on management strategies which was lacking in CMM. The guidelines would for all four stages - planning, executing, monitoring, and controlling
Process Maturity has to involve business strategies both vertically and horizontally.
Thus the hypothesis of CMM model can be applied to determine maturity of business processes. A business manager needs to ensure that every business process has got a clear definition and route to be performed. That is where a process gets maturity level.
