Answers of qustion the Business process management (BPM) - Essay Example

9b What is the relationship between BPM governance and Capability Maturity Models? Business Process Management governance refers to activities performed by businesses to improve their processes (Turban et al., 2010). These activities involve software tools that make these activities faster and cheaper. These Business Process Management systems focus on how business processes are carried so managers can evaluate and implement changes based on the analysis. Business Process Management is different from other approaches as it does not evaluate the short-term consequences, rather the long-term consequences and repetitive actions (Turban et al., 2010). Business Process Management tries to continuously improve business processes through decreasing costs and increasing revenues, thereby creating a competitive advantage over rival competitors (Rainer & Cegielski, 2011).

In contrast, Capability Maturity Models refer to process improvement approaches aimed at helping an organization’s software development process. Capability Maturity Models were developed and promoted by the Software Engineering Institute (SEI), which is a research and development center that is sponsored by the U.S. Department of Defense (“What is Capability Maturity Model”). A Capability Maturity Model is used to present guidelines on process improvement during a project’s lifetime or with an entire organization.

In both organizational development and software engineering, Capability Maturity Models serve as process improvement approaches. Through this, organizations get to assess essential elements, resulting in effective process improvement. Business Process Management governance and Capability Maturity Models allow product developers to achieve great levels of maturity in the software development process. Harmon (2007) points out that there are a number of factors that determine the maturity process of a software product in an enterprise.

These factors include strategic planning as outlined by an organization, organizational culture and the type of technology that an organization takes on. Capability Maturity Models offer practical dimensions for constructing Business Process Management applications in software engineering. Because this is so, Business Process Management governance provides efficient productivity for realizing gains accrued from application of Capability Maturity Models. Capability Maturity Models contain five maturity levels of software processes (“What is Capability Maturity Model”).

At the first level, processes are muddled and untidy. It is unlikely to prove successful and can only be carried out once. Success comes from an individual’s efforts. Basic project management techniques are established at the repeatable level. This is an extension of the first level as successes can be repeated as the necessary processes have already been established, defined and documented. The defined level comes next. This level is where an organization develops its own standard software process.

This is brought about through documentation, consistency, and assimilation. The managed level is when an organization observes and has power over its own processes through data collection and analysis (“What is Capability Maturity Model”). Lastly is the optimizing level. On this level, processes are continually being enhanced through examining feedback from current processes and initiating innovative process to supply the organization’s particular needs. A good relationship between a Capability Maturity Model and Business Process Management governance shows that the levels and principles in diverse dimensions of maturity are as a result of the software development process.

Business Process Management governance is fundamentally a programming paradigm involving business developers. This relationship helps to construct corporate assets that try to automate business rules and processes, integration components and information models. Additionally, Business Process Management governance supports the exact methodologies that sustain the development of Capability Maturity Models, as these models deal with the penetration of Business Process Management models in organizations.

The overall goal of the maturity models is to connect key corporate performance indicators with executive processes and rules. The value of Business Process Management governance and Capability Maturity Models is that cost benefits and increased customer satisfaction can be provided (Turban et al., 2010). No matter the benefits of these approaches, an organization’s strategy should drive these two approaches. Bibliography Harmon, O. Business Process Change: A guide for Business Managers and BPM and six Sigma professionals.

Burlington: Morgan Kaufmann. 2007. Print. Rainer, R. and C. Cegielski. Introduction to INFORMATION SYSTEMS. 3rd ed. John Wiley & Sons (Asia) Pte Ltd. 2011. Print. Turban, E., David King, Jae Lee, Ting-Peng Liang, and Deborrah Turban. Electronic Commerce 2010: A Managerial Perspective. 6th ed. Pearson. 2010. Print. “What is Capability Maturity Model.” searchsoftwarequality.techtarget.com SearchSoftwareQuality.com, n.d. Web. 1 Jun. 2011.