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The Business Process Maturity Model (BPMM)

An Overview for OMG Members

Dr. John Alden Managing Partner Dr. Bill Curtis Chief Scientist

Kick off, introductions and purpose-John Alden Overview of BPMM-Bill Curtis Fit with OMG standards-John Alden Discussion-all*

* Questions and comments forward to: Or IMs: Yahoo: johnwalden1019 AIM: aldensails
Capability Measurement, 10-2006

OMG standards relationships:

Business targeted standards:

Organizational Capability: BPMM

People CMM (SEI) Other standards for measurement: ITIL, COBIT, and


Software targeted standards:


Capability Measurement, 10-2006

The Ecology of Failed Systems

Lack of measures & defined processes Work overloads

Siloed functional processes

Inconsistent materials Cascading rework Unintegrated best practices


Unmanaged commitments

Inconsistent procedures for identical tasks

Capability Measurement, 10-2006

History of Maturity Models

Crosbys Quality Maturity Grid

Humphreys Process Maturity Framework CMM for Software Acquisition CMM

Shewart, Deming SPC & PDCA

System Eng. CMM

People CMM

Developed by two authors of the CMM for Software Capability Measurement, 10-2006

Business Process MM

Maturity Model Typology

Prescriptive practices

CMMI Continuous COBIT Maturity Ratings ITIL Maturity Ratings

CMMI People Staged CMM

Business Process MM

Descriptive states

Level of Implementation Detail


Crosby Quality Maturity Grid

Process maturity

ITIL Org. Growth

Organizational Capability

Locus of Transformation
Capability Measurement, 10-2006

The Five Maturity Levels

Level 5 Optimizing
Change management

Level 4 Capability Predictable management Level 3 Business line Standardized management Level 2 Managed Level 1 Initial
Work unit management

Inconsistent management

Capability Measurement, 10-2006

How the BPMM Works

Level 5
Optimized Implement continual proactive improvements to achieve business targets Manage process and results quantitatively and exploit benefits of standardization Capable processes Perpetual innovation Change management Predictable results Reuse/knowledge mgt. Reduced variation Productivity growth Effective automation Economies of scale Reduced rework Repeatable practices Satisfied schedules Mistakes, bottlenecks Ad hoc methods Hero worship

Level 4

Develop standard processes, measures, and training for Standardized product & service offerings

Level 3

Level 2

Build disciplined work unit management to stabilize work and control commitments Motivate people to overcome problems and just get the job done

Level 1

Capability Measurement, 10-2006

Structure of the BPMM

Level 5 Level 4 Level 3 Level 2 Managed Level 1 Maturity Levels Level 2 Process Areas
Organizational Business Goverance Organizational Process Leadership Work Unit Requirements Mgt. Work Unit Planning and Commitment Work Unit Monitoring & Control Work Unit Performance Sourcing Management Work Unit Change Management Process and Product Assurance

Work Unit Requirements Mgt. Goals

SG1: Requirements are identified and evaluated SG2: Requirements baseline is maintained InG: Process is institutionalized

Work Unit Requirements Mgt. Practices

SP1: Identify requirements SP 2: Clarify requirements SP 3: Evaluate requirements for implementation SP 4: Negotiate requirements SP 5; Maintain agreed to requirements SP 6: Conduct regular requirements review In 1: Describe the process In 2: Plan the process In 3: Provide knowledge and skills In 4: Control the process In 5: Objectively assure adherence

Capability Measurement, 10-2006

Institutionalizing Practices
The practices for [process_area] are institutionalized.
Process Description

Process Planning

Process Area Specific Practices (Implementation)

Monitoring & Control

Process Assurance

Skills & Training

Capability Measurement, 10-2006


Level 1 Initial Organizations

Undisciplined Few repeatable processes, often sacrificed under pressure People rely on personal methods for accomplishing work Little preparation for managing a work unit Few measures for analyzing effectiveness of practices No foundation or commitment for improvement




Capability Measurement, 10-2006

Initial Organizations

Capability Measurement, 10-2006


Level 2 Managed Organizations

Committed Executives commit organization to improving operations Managers take responsibility for work unit operations & performance Commitments are balanced with resources Work units use local procedures that have proven effective Work units are capable of meeting their commitments




Capability Measurement, 10-2006

Level 2 Process Areas

Organizational Business Governance Organizational Process Leadership Work Unit Requirements Management Managers Work Unit Performance Work unit members

Sourcing Management

Work Unit Change Management Work Unit Monitoring and Control

Work Unit Planning and Commitment

Capability Measurement, 10-2006


Process and Product Assurance


Level 3 Standardized Organizations

Organizational Integrate end-to-end business processes across siloed functions Establish standard processes from best practices in work units Standard processes tailored for best use in different circumstances Common measures and processes promote organizational learning Organizational culture emerges from common practices


Adaptable Leveraged

Capability Measurement, 10-2006

Levels 2 to 3 Transition
Enterprise-wide end-to-end, integrated business process Work Unit 1 Work Unit 2 Work Unit 3 Work Unit 4 Work Unit 5

Standard Process

Tailored Process
This is a process description derived from the local method of doing it

Level 3
Confederated work units

This is a process description derived from the local method of doing it

Procedures Procedures Procedures 1. Do this first

1.2.Do this first Do this next 1. 2.3.Do this next Do thisthis last Do first 2. 3. Do this last Do this next 3. Do this last


Procedures Procedures

Do this Do this Do that Do that

Procedures Procedures Procedures Procedures

Work Unit 1

Work Work Work 2 Unit Unit 2 Unit 2a

Work Unit 3

Work Work Unit 4 Unit 4a

Work Work Work 5 Unit Work 5 Unit Unit 5 Unit 5a

Level 2
Capability Measurement, 10-2006


Level 3 Process Areas

Staff Work unit members Organizational Process Management Organizational Competency Management Organizational Resource Management Configuration Management Product and Service Operation Product and Service Support Product and Service Preparation Product and Service Deployment

Product and Service Management Managers


Capability Measurement, 10-2006

Domain Specific Process Areas

Market Evaluation Product Specification

Market Communication Product and Service Preparation Product and Service Deployment

Sales Support

Marketing Management Product and Service Operation Product and Service Support Collection & Dispersement Financial Governance

Product and Service Management

Financial Reporting

Financial Modeling & Projection

Finance Management

Capability Measurement, 10-2006


Level 4 Predictable Organizations

Quantitative Process variation, performance, and capability understood quantitatively Variation reduced through reuse, mentoring, & statistical mgt. Process data empowers staff to manage their own work



MultiMulti-functional Functional processes reengineered as roles in business processes Predictable

Capability Measurement, 10-2006

Outcomes predictable from subprocess capability & performance


Level 4 Process Areas

Staff Organizational Capability Management

Business Process Integration

Organizational Common Asset Management

Managers Quantitative Process Management Quantitative Business Management


Work unit members

Capability Measurement, 10-2006

Level 5 Optimizing Organizations

Proactive Improvements planned to achieve business strategies & objectives Improvements evaluated and deployed using orderly methods Individuals and workgroups continuously improve capability Performance aligned across the organization Defects and problem causes systematically eliminated



Aligned Preventative
Capability Measurement, 10-2006

Level 5 Process Areas

Executives Organizational Improvement Planning Staff Work unit members Defect and Problem Prevention Organizational Process and Product Innovation Organizational Improvement Deployment Continuous Capability Improvement
Capability Measurement, 10-2006

Organizational Performance Alignment


BPMM Pilots
International Bank Objectives:
y Achieve cost reductions y External recognition for efficiency and low risk

Health Care Services Objectives:

y Reduce billing errors y Provide framework for 6W and business process reengineering

Semiconductor Equipment Objectives:

y Integrate improvement activities y Extend process maturity benefits to every business process

Gaming Objectives:
y Integrate development, installation, & support processes y Improve efficiency of operations

Capability Measurement, 10-2006


Transforming the Culture

Level 3 Level 5
Proactive Improvements, Agile culture


Organization develops standard processes, Engineering culture

Level 2

Level 4
End-to-end process managed statistically, Precision culture

Work unit

Project mgrs. establish discipline & stability, Commitment culture


Level 1

Level 5
Opportunistic Improvements, Empowered culture


Ad Hoc processes, inconsistent results, Hero-driven culture

Capability Measurement, 10-2006


1. The immaturity of business processes strictly limits the value and success of IT systems 2. The process maturity framework is a proven roadmap for improving process capability and unlocking the full value of IT systems 3. The Business Process Maturity Model enables greater fidelity between the actual performance of business processes and their model-based representations

Capability Measurement, 10-2006


Kick off, introductions and purpose-John Alden Overview of BPMM-Bill Curtis Fit with OMG standards-John Alden Discussion-all*

* Questions and comments forward to: Or IMs: Yahoo: johnwalden1019 AIM: aldensails
Capability Measurement, 10-2006