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{{DISPLAYTITLE: Maturity Around SAP BPM Concepts}}
== Introduction to working with Maturity Around SAP BPM Concepts ==
In order for organizations to perform well in a global competitive world, it is important to identify the competitive advantages they can benefit from. Models to assess status of one’s capabilities and identify improvement opportunities, and in particular maturity models, that can help organizations assessing their current capabilities in a structured way to implement changes and improvements, has become essential.

A maturity model can be described as a structured collection of elements that describe certain aspects of capability maturity in an organization.

A maturity model may provide, for example :
*a situational analysis of ones capabilities
*a place to start
*the benefit of a community’s prior experiences
*a common language and a shared vision
*a framework for prioritizing actions.
*a way to define what improvement means for your organization.
*a benchmark for comparison and an aid to understanding

In this section, we will focus on maturity models, what they are, their historic development, how they can be used and where BPM can use maturity concepts. This includes a detailed BPM maturity self-assessment, a benchmark among the various aspects that are related to the BPM maturity context as well as a BPM maturity development path.

=== Historic Development Of Maturity Models ===
There are maturity models in multiple areas ranging from Software, Organizational Project Management Maturity, People Capability Maturity Model, Portfolio, Programme and Project Management Maturity to concepts like E-learning Maturity. Maturity Models have existed for close to forty years and are therefore not a new way of evaluating the maturity level of a business.

While maturity models for the most are accredited to Carnegie Mellon University Software Engineering Institute is this not really correct. The first published maturity model was developed by Richard L. Nolan, who, in 1973 published the Stages of growth model for IT organizations. It didn’t take more than 6 years when Philip B. Crosby published in 1979 in his book "Quality is Free", the Quality Management Maturity Grid (QMMG), which is an organizational maturity matrix. The QMMG is used by a business or organization as a benchmark of how mature their processes are, and how well they are embedded in their culture, with respect to service or product quality management. The staged structure of the framework is based on total quality management (TQM) principles that have existed for nearly a century.

The work of Frederick Taylor and Frank Gilbreth on “scientific management” and time and- motion studies in the early 1900s eventually led to the new discipline of industrial engineering . In the 1930s, Walter Shewhart, a physicist at AT&T Bell Laboratories, established the principles of statistical quality control. These principles were further developed and successfully demonstrated in the work of such authorities as W. Edwards Deming (1986) and Joseph M. Juran (1988).

In recent years, the TQM concepts have been extended from manufacturing processes to service and engineering design processes. The software process can be defined as a set of activities, methods, practices, and transformations that people use to develop and maintain software and the associated products. As an organization matures, the software process becomes better defined and more consistently implemented throughout the organization. This, in turn, leads to higher-quality software, increased productivity, less rework, and improved software project plans and management.

Crosby describes five evolutionary stages in adopting quality practices. As see in Table 1, the quality management maturity grid applies five stages to six measurement categories in subjectively rating an organization’s quality operation.

The five stages of the Quality Management Maturity Grid (QMMG) are:

[[File:How-to-work-with-Maturity-around-BPM-concepts---Table-1.png|thumb|800px|left|alt=Table 1: The Quality Management Maturity Grid (QMMG).|Table 1: The Quality Management Maturity Grid (QMMG).]]

The QMMG is credited with being the precursor of all maturity models. In August 1986, the Software Engineering Institute (SEI) at Carnegie Mellon University, with assistance from the MITRE Corporation, began developing a process maturity framework that would help organizations improve their software processes. This effort was initiated in response to a request to provide the federal government with a method for assessing the capability of their software contractors.

In June 1987, the SEI released a brief description of the software process maturity framework and, in September 1987, a preliminary maturity questionnaire. Based on experience in using the software process maturity framework and the maturity questionnaire for diagnosing problems and improving processes, the SEI formalized the concepts as the Capability Maturity Model for Software (Software CMM ). Version 1.0 of the model was published in 1991. Version 1.1 was released in 1993.

The Software CMM was then retired in favor of the CMM Integration (CMMI) model. CMMI was developed by the CMMI project, which aimed to improve the usability of maturity models by integrating 3 different models into one framework. The project consisted of members of industry, government and the Carnegie Mellon Software Engineering Institute (SEI). The main sponsors included the Office of the Secretary of Defense (OSD) and the National Defense Industrial Association.

CMMI currently addresses three areas of process interest:
*Development - addresses product and service development.
*Acquisition - addresses supply chain management, acquisition, and outsourcing.
*Services - addresses guidance for delivering services

[[File:How-to-work-with-Maturity-around-BPM-concepts---Figure-1.png|thumb|500px|left|alt=Figure 1: Overview of various Maturity Model concepts.|Figure 1: Overview of various Maturity Model concepts.]]

However, as shown in the figure 1, while the CMM/CMMI evolved and matured so did many of the other maturity model approaches; e.g. Agility, Usability of Human Factors as well as Continuous Capability Levels and free (collaboration) Capability Assessment maturity models emerged.

From the described Quality Management Maturity Grid from Cosby emerged not only the maturity models, but numerable other grid approaches, such as in Research and Development, Product Cycle, Continuous Improvement levels and approaches, as well as Project Management Maturity. As it many times happens, does one model and framework inspire the work and content of other standards and frameworks in related engineering and/or management areas and disciplines.

'''Document''': [[Media:How to work with Maturity around BPM concepts.pdf|Download the How to work with Maturity around BPM concepts document]]

[[Category: Processes for SAP]]

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