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    BPM Organization and Personnel. Part 3: Governing BPM for Maturity and Value


    Boots, Jim (2012) BPM Organization and Personnel. Part 3: Governing BPM for Maturity and Value. IVI White Paper Series.

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    Abstract

    Building mature Business Process Management (BPM) capability in an organization typically requires many years of commitment. For most organizations, it is advisable to establish a governance body to oversee the development of capabilities and to ensure value is being created. Ideally, the governance body should include representatives from business units and departments that use BPM foundational elements—for example: standards, methods, and models; technologies; training; and consulting—that are provided by the BPM Support Group. The characteristics, perspective, and responsibilities of a BPM Governance Body are discussed in this paper. This white paper series uses the Innovation Value Institute (IVI) BPM Capability Framework, shown in Table 1, as its organizing structure. Examples from various industries will be cited, but throughout this BPM white paper series, the development of BPM capability at Chevron will be featured. A maturity model, with five descriptive levels of maturity covering each of the nine Capability Building Blocks shown in Table 1, can be accessed through IVI.

    Item Type: Article
    Keywords: Business Process Management; capability; governance body; maturity model;
    Academic Unit: Faculty of Social Sciences > Research Institutes > Innovation Value Institute, IVI
    Item ID: 6389
    Depositing User: IVI Editor
    Date Deposited: 22 Sep 2015 16:07
    Journal or Publication Title: IVI White Paper Series
    Refereed: No
    URI:

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