Ranking business processes maturity by modified rembrandt technique with considering CMMI dimensions

Document Type : Research Paper

Authors

Faculty of Management, University of Tehran, Tehran, Iran

Abstract

An organization’s value is substantiated by consistent, high quality processes engineered in its operations and the allocation of the limited resources to achieve the desired objective. Intrinsic to the development of a process are the articulation of a coherent workflow, identification of the optimal skillset required at each stage of the process, and commissioning of the right technology platform. However, processes need to evolve with perceptible changes in the customer mindset, new technologies, exponential growth needs, and the unrelenting pressure on cost reduction. More than ever, organizations today need to institutionalize continual process improvement to avoid the risk of receding into obsolescence. While organizations choose from a menu of process improvement models, it is important to assess the maturity of the end-to-end process and to identify potential gaps and tailored solutions critically and in order. The purpose of this paper is to evaluate and rank the maturity of processes in a consulting firm. To achieve this goal, a review of the literature related to the organization’s process maturity models is provided and thereafter a comprehensive model including factors and confirmed indicators is presented. It continues to assess and discuss the maturity of processes in a consulting firm.

Keywords

Main Subjects

References

Barzilai, J., Cook, W., & Golany, B. (1987). Consistent weights for judgment matrices of the relative importance for alternatives. Operations Research Letters, 6(3), 131-134.
Belton, V., & Stewart, T.J. (2002). Multiple Criteria Decision Analysis: An Integrated Approach. Kluwer Academic Publishers, Massachusetts
Chen, Y., Kilgour, D.M., & Hipel, K.W. (2008). "Screening in multiple criteria decision analysis". Decision Support Systems, 45(2), 278-290.
De Bruin, T., Rosemann, M., Freeze, R., & Kulkarni, U. (2005). Understanding the main phases of developing a maturity assessment model. In ACIS 2005 Proceedings - 16th Australasian Conference on Information Systems, Sydney.
Estampe, D., Lamouri, S.,& BrahiDjellou, S.(2013). "A framework for analyzing supply chain performance evaluation models". International Journal of Production Economics, 142(2), 247–258.
Fisher, D.M. (2004). The business process maturity model: a practical approach for identifying opportunities for optimization. Business Process Trends, 9(4), 1–7.
Fraser, P., Moultrie, J.,& Gregory, M. (2002). The use of maturity models/grids as a tool in assessing product development capability: A review.IEEE InternationalEngineering Management Conference, Cambridge.
Gottschalk, P. (2009). Maturity levels for interoperability in digital government. GovernmentInformation Quarterly,26(1), 75-81.
Hammer, M. (2007). The Process Audit. Harvard Business Review, 85(4), 111-23.
Harmon, P. (2004). Evaluating an Organization’s Business Process Maturity. Business Process Trends, 2(3), 1–11.
Iversen, J., Nielsen, P.A.,& Norbjerg, J. (1999). Situated Assessment of Problems in Software Development. Database for Advances in Information Systems, 30(2), 66-81.
Kazanjian, R.K., & Drazin, R. (1989). An Empirical Test of a Stage of Growth Progression Model. Management Science, 35(12), 1489-503.
Kuznets, S. (1965). Economic Growth and Structure, Heinemann Educational Books, London.
Lee, J., Lee, D., & Sungwon, K. (2007). An Overview of the Business Process Maturity Model (BPMM). International Workshop on Process Aware Information Systems (PAIS 2007), Springer, Huang Shan (Yellow Mountain).
Lockamy III, A., & McCormack, K. (2004). The development of a supply chain management process maturity model using the concepts of business process orientation. Supply Chain Management: An International Journal, 9(4), 272–278.
Løken, E.  (2007).  Use  of  multicriteria  decision  analysis  methods  for  energy  planning problems. Renewable & Sustainable Energy Reviews, 11(7), 1584-1595.
Lootsma, F. A. (1992).The Rembrandt system for multi-criteria decision analysis via pairwise comparisons or direct rating. Report 92-05, Faculteit der Technische Wiskunde en Informatica. Delft University of Technology, Netherlands.
Lootsma, F. A. (1993). Scale sensitivity in the multiplicative AHP and SMART. Journal of MultiCriteria Decision Analysis, 2(2), 87-110.
Lootsma, F. A. & Bots, P. W. G. (1999). The assignment of scores for output-based research funding. Journal of MultiCriteria Decision Analysis, 8(1), 44-50.Maslow, A. (1954). Motivation and Personality, Harper, New York, NY.                                                                                          
Maull, R.S., Tranfield, D.R. & Maull, W. (2003). Factors characterizing the maturity of BPR programs. International Journal of Operations & Production Management, 23(6), 596-624.
McCormack, K., & Johnson, W. (2001). Business Process Orientation: Gaining the E-business Competitive Advantage. St Lucie Press, Delray Beach, FL.
Moradi-Moghadam, M., Safari, H., & Maleki, M. (2013). A novel model for business process maturity assessment through combining maturity models with EFQM and ISO 9004:2009. International Journal of Business Process Integration and Management, 6(2), 167–184.
Nolan, R.L. (1973). Managing the computer resource: a stage hypothesis. Communications ofthe ACM, 16(7), 399-405.
Nolan, R.L. (1979). Managing the crisis in data processing. Harvard Business Review, 57 (2), 115-26.
Olson, D.L., Fliedner, G., & Currie, K. (1995). Comparison of the REMBRANDT system with analytic hierarchy process. European Journal of Operational Research, 82, 522-539.
Prananto, A., Mckay, J., & Marshall, P. (2003). A study of the progression of e-business maturity in Australian SMEs: some evidence of the applicability of the stages of growth for e-business model. 7th Pacific Asia Conference on Information Systems (PACIS), Adelaide.
Reyes,H.G., & Giachetti,R. (2010). Using experts to develop a supply chain maturity model in Mexico. Supply Chain Management: An International Journal, 15(6), 415-424.
Roeglinger, M., Poeppelbuss, J., & Becker, J. (2012). Maturity models in business process management. Business Process Management Journal, 18(2), 328–346.
Rohloff, M. (2009). An approach to assess the implementation of business process management in enterprises. Paper presented at 17th European Conference on Information Systems (ECIS 2009), Verona.
Rosemann, M., de Bruin, T., & Power, B. (2006). A model to measure BPM       maturity and improve performance.  In: Jeston J, Nelis J (eds) Business process management: practical guidelines for successful implementation. Elsevier, Oxford.
Rosemann. M., de Bruin. T., & Hueffner, T. (2004). A Model for Business Process Management Maturity.www.bpm.fit.qut.edu.au.
Rosemann, M., & de Bruin, T. (2005). Towards a business process management maturity model. 13th European Conference on Information Systems (ECIS), Regensburg.
Rummler, G.,& Brache, A. (1990). Improving Performance: How to Manage the White Space on the Organization Chart. Jossey-Bass, San Francisco, CA.
Saaty, T. L. (1977). Scenarios and priorities in transport planning: Application to the Sudan.Transport Research, 11(5), 343-350.
Van den Ven, A.H., & Poole, M.S. (1995). Explaining development and change in organizations.  Academy of Management Review, 20(3), 510-40.
Weber, C., Curtis, B. & Gardiner, T.  (2008). Business Process Maturity Model (BPMM) Version 1.0, available at:   (http://www.omg.org/spec/BPMM/1.0/) 
Zahedi, F.(1986). A Simulation Study of Estimation Methods in the Analytic Hierarchy Process. Socio-Economic planning Sciences, 20(6), 347-354.
Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies)
Volume 9, Issue 3
July 2016
Pages 559-578

Files

Share

How to cite

Statistics