Einsatz von Reifegradmodellen im Prozessmanagement

Kamprath, Nora

doi:10.1007/bf03340648

Cited by 9 publications

(4 citation statements)

References 7 publications

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“…The introduction of a maturity assessment often fails because the employees display a resistance to the conversion of tried-and-tested processes for the purpose of process optimization due to their lack of understanding [69]. In such situations, management needs to inform employees about the purpose and benefits of such assessments, so that everyone can work together to improve processes [70]. Furthermore, the time required for maturity assessment can be reduced by integrating SCOMM into methods such as Building Information Modeling (BIM) [71].…”

Section: Discussionmentioning

confidence: 99%

How to Assess Sustainable Planning Processes of Buildings? A Maturity Assessment Model Approach for Designers

et al. 2022

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Over the past decades, it has become apparent that increasing demands in the construction industry have repeatedly led to project delays and increased project costs in practice. These demands have increased as a result of international and national action plans that have been developed to achieve the climate target paths and, therefore, the necessary reduction of CO2 emissions in the construction industry. We address this problem by developing a sustainable construction maturity model (SCOMM) to answer the following research question: “What is a holistic quality assurance tool for the early design phase of buildings to monitor (sustainable) planning practices in order to achieve better certification results?”. The model includes a self-assessment procedure for the building design process, based on Software Process Improvement and Capability dEtermination (SPiCE) and the German Sustainable Building Council (DGNB) building certification system. The results show that systemic interactions between sustainability criteria can be identified in the early design phase, allowing the quality of planning practices to be evaluated and early project management to be implemented to achieve the best certification results. Our findings will enable clients and users of the construction industry to better manage the complexity of the sustainable design process and avoid undesirable developments in building projects.

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Section: Discussionmentioning

confidence: 99%

How to Assess Sustainable Planning Processes of Buildings? A Maturity Assessment Model Approach for Designers

et al. 2022

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“…Theory xperience shows that maturity models are helpful in order to grasp the current state of process management in organizations. Employees and managers can benefit from the results to initiate improvements and to generate the needed attention for process efficiency and -effectiveness (e.g., Kamprath, 2011). However, there are a number of aspects, which should be taken into consideration: Lee and colleagues (2007) complain about the missing distinction between process-and process management maturity.…”

Section: Implications For Theory and Practicementioning

confidence: 99%

The challenge to determine a company’s process maturity: a case study from the financial services industry

Keller¹,

Moormann

2017

EJMI

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Purpose. Conducting projects to improve a company’s business processes is of utmost importance in all industries and countries. Many companies have installed specific organizational units to develop guidelines for process design, to document and maintain of these processes, and to further increase the processes’ efficiency. Although these enterprises continually work on improving their processes, they often struggle to answer the question on the current status of the maturity of their processes. Therefore, the purpose of this work is to characterize the methodology, applicability, pitfalls and benefits of analyzing the maturity of processes. Design/Method/Approach. This work is based on mixed-methods research recently conducted in a medium-sized German bank. Findings. The paper defined the benefits of measuring the level of maturity of the company’s processes clearly. This work identified the substantial theoretical drawbacks, such as, for example, the lack of considering of process innovation in the extant models of process maturity. Limitations. Naturally, a research limitation is the analysis of a specific company in the financial services sector. Theoretical implications. From a theoretical point of view it is critical to choose the appropriate model out of a variety of available process maturity models. In fact, the selection of the model influences the data, the subsequent interpretation of these data, and the conclusions to be drawn for the company. Originality/Value. The paper is novel as it presents–based on empirical data–the measurement of process maturity including the derivation of implications from both an academic and a practical perspective. In addition, the impact of process maturity on perceived process performance could be shown. Paper type – empirical.

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“…In addition to software companies and consultancies diverse maturity models are proposed by scientific community [17][18]. While at the beginning of the development the main goal of maturity models was the optimization and evaluation of the information system engineering and software development, maturity models today are being developed increasingly for business engineering.…”

Section: Maturity Model Approachesmentioning

confidence: 99%

Method for a Systematic Evaluation of Advanced Complexity Management Maturity

et al. 2014

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Dealing with the strongly increasing complexity of the company itself and its environment has become a key competitive factor. Companies can only face the progressively increasing external complexity in global markets with an appropriate "healthy" internal complexity. It inevitably has to be adapted to market demands. If the internal complexity is too low, the external complexity cannot be mastered sufficiently. The complexity management in the company is therefore not effective. If the internal perspective is too high, the company thus has unnecessary efforts and the complexity management is not efficient. The complexity within socio-technical organizations such as e.g. value networks or industrial companies is characterized by the difficulties and turbulences encountered in daily business and can be described by four dimensions: variety, heterogeneity, dynamics and non-transparency. Most companies have not introduced or implemented a complexity management system in order to deal with these issues yet. Many companies do not know if the used management activities are efficient, effective and adequate. Therefore, companies have to be reviewed and evaluated regarding their complexity management maturity. Maturity models can be used to support the analysis and assessment of skills and development levels of products, processes or organizations. Such competence models are using defined levels of maturity, which can be used to describe the different achievable skill levels. Maturity models for the purposes of evaluation issues have several benefits such as finding vulnerabilities and identifying improvement measures, a better control over costs and time or an earlier and more accurate predictable release and introduction of complexity management activities. This paper presents basics of an advanced Complexity Management as well as an approach for a systematic evaluation of advanced Complexity Management maturity, describing the different levels and taking into account recommendations to increase the degree of maturity.

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Einsatz von Reifegradmodellen im Prozessmanagement

Cited by 9 publications

References 7 publications

How to Assess Sustainable Planning Processes of Buildings? A Maturity Assessment Model Approach for Designers

How to Assess Sustainable Planning Processes of Buildings? A Maturity Assessment Model Approach for Designers

The challenge to determine a company’s process maturity: a case study from the financial services industry

Method for a Systematic Evaluation of Advanced Complexity Management Maturity

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