![]() ![]() Hence, this domain expands upon traditional process documentation concepts to also encompass accessibility, training, subject matter expertise, and communities. Process knowledge includes all the assets (people, expertise, and content) required to execute a business process. While there is some overlap in criteria, process maturity requires a different model with a distinct set of domains and maturity levels to assess processes. While these underpinning elements for program success are invaluable, the same criteria cannot be used to manage what can be referred to as the “in the flow” maturity of the individual processes of the organization. Tenets such as strategic alignment, change management, and governance ensures that BPM team efforts support the organization's strategy and goals. ![]() This falls in what we refer to as “above the flow” process work. In previous blogs, we discussed the Seven Tenet of Process Management, which focuses on BPM maturity and ensuring BPM teams provide sustainable value. Recently a question has arisen about the difference between business process management (BPM) maturity and process maturity? And do they use the same domains or elements to measure health and maturity? ![]()
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