In the BPM cluster meeting on June 10, we will have two talks on the topic Business Process Maturity:
Title: A Maturity Model for Care Pathways
By: Oktay Turetken
Over the last recent decades, increasing the quality of healthcare services while reducing costs has been among the top concerns in the healthcare landscape. Several healthcare institutions have initiated improvement programs and invested considerably in process orientation and management. Care pathways are receiving increasing attention from clinicians, healthcare managers, and academics, as a way to standardize healthcare processes to improve the safety, quality, and efficiency of healthcare services. Despite considerable literature on the definition of care pathways, to date there is no agreement on their key process characteristics and the way they traverse from an immature to a mature state. Such a model would guide healthcare institutions to assess pathways’ level of maturity and generate a roadmap for improving towards higher levels. In this paper, we propose a maturity model for care pathways that is constructed taking a generic business process maturity model as a basis. The model was refined through a Delphi study with nine domain experts to address healthcare domain specific concerns. To evaluate its validity, we applied it in assessing the maturity of a particular care pathway taking place in 11 healthcare institutions in the Netherlands. The results indicate the usefulness of the proposed model in assessing pathway’s maturity and its potential to provide guidance for its improvement.
Title: The Impact of a BPMS implementation on Business Process Maturity: A Nested Case Study in an International Financial Institution
by: Marijn Koops (Master student supervised by O.Turetken and I.Vanderfeesten)
This thesis work studies the impact of Business Process Management System (BPMS) implementation on the maturity of organisation’s business processes; i.e. organisation’s level of process orientation. We performed a nested case study in a Financial Institution (DLL, De Lage Landen), which is in the process of implementing a BPMS (Pega Systems) in a number of divisions around Europe. Using a questionnaire and semi-structured interviews with company employees, we investigated the impact of implementing a BPMS on the diverse aspects of BP maturity (e.g. culture, governance, leadership, ownership, performance measurement) as quantified by two of the most referenced BP maturity models in the literature. Although the implementation of the BPMS will take another 1.5 years and our initial results are based on a limited set of implemented processes, early findings seem to support a positive relation between the BPMS implementation and an increased level of process orientation, and provide insights into the mechanisms leading to this relation.