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Process Maturity: A Component of Process Management
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
2017 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

To be able to meet an increased competition through for instance globalization, and shorter product lifecycles, focus on performance control is central for organizations, where for instance processes and stakeholder orientation are central when continuously improving the operation of the organization.

The purpose of this thesis is to contribute to the knowledge of how process maturity can be linked to process management.

The following research questions have been formulated: 

  • How does process theories relate to the integration of management systems? 
  • How are process theories used within the field of process maturity?
  • Which are the key elements in a process maturity model?

Regarding the first research question a literature review was conducted in order to find out how organizations are working with integration of management systems. The main focus of this study was how integration of management systems relates to processes and stakeholder involvement.

Secondly a literature review has been conducted on the concept of process maturity. The main aim was to find maturity models focusing on processes and process management, examine the structure of the maturity models used and explore how process management is described within different maturity models.

Thirdly a conceptual model for measuring process maturity has been constructed. The content of this model has mainly been based on findings from the literature review conducted on articles on process maturity as well as a literature review of Process Management literature.

Place, publisher, year, edition, pages
Luleå: Luleå tekniska universitet, 2017.
Series
Licentiate thesis / Luleå University of Technology, ISSN 1402-1757
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
URN: urn:nbn:se:ltu:diva-62274ISBN: 978-91-7583-831-1 (print)ISBN: 978-91-7583-832-8 (electronic)OAI: oai:DiVA.org:ltu-62274DiVA: diva2:1078273
Presentation
2017-04-27, A117, Luleå Tekniska Universitet, Luleå, 13:00 (Swedish)
Opponent
Supervisors
Available from: 2017-03-06 Created: 2017-03-03 Last updated: 2017-04-04Bibliographically approved
List of papers
1. Integrated Management Systems: interpretations, results, opportunities
Open this publication in new window or tab >>Integrated Management Systems: interpretations, results, opportunities
(English)Article in journal (Refereed) Accepted
Abstract [en]

Background

Management systems for quality and environment are often integrated and there are many examples of synergies but also examples of problems with integration. The expression integrated management systems could be interpreted either as integrating all management standards or as managing all important aspects of an organisation. Elements defining integration could include factors such as level of integration, scope and extent of integration.

 

Purpose

The purpose is to study how the expression “integrated management systems” is interpreted in literature, what it means to have an integrated management system (IMS) and what the results of this are.

 

Methodology

A literature review was conducted based on Scopus using the search term “Integrated Management Systems”. In the chosen articles, effects of integration, scope, level and extent of integration and if the approach is inside out or outside in, have been analysed.

 

Findings

Most articles on IMS conclude that integration is beneficial regarding cost saving, operational benefits and improved customer satisfaction. The general approach in the articles, describes an inside-out approach with focus on integrating existing management standards. The scope of integration covers typically management systems for quality, environment and occupational health & safety.

 

Practical implications

An IMS is found to be a system that integrates existing management standards based on an inside-out approach. This indicates possibilities for both practical improvement and research in exploring how integrated stakeholder needs could be managed, possibly as process-based, integrated management systems.

 

Originality/value

This paper sheds light on the ambiguous interpretation of the IMS concept.

 

Keyword
Integrated Management System, process, inside-out, outside-in, process management, stakeholder
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-62271 (URN)
Available from: 2017-03-03 Created: 2017-03-03 Last updated: 2017-04-03
2. What can we learn from Process Maturity Models?
Open this publication in new window or tab >>What can we learn from Process Maturity Models?
(English)Manuscript (preprint) (Other academic)
Abstract [en]

Background Process Management is a popular management concept. There are several proposed models to assess process maturity.

Purpose The purpose of this paper is to study how process maturity is described in literature.

Methodology An extensive literature search has been carried out in Scopus using the search terms “process maturity” and “quality maturity”. Relevant articles found have been studied to see how work with Process Maturity is described.

Findings Process maturity could be defined as the degree to which a process is defined, managed, measured, and continuously improved.

Many maturity models consists of a five level scale.

The aim of working with maturity is twofold, either to measure the level of maturity in order to compare with other processes or to identify areas of improvement.

General effects of increased maturity are associated with better control of results, improved forecasting of goals, reduced costs, improved performance, and greater effectiveness.

According to this study, process and Process Management are only addressed in a minority or the articles.

 

Further research

According to this study there are at least two areas indicating needs of further research. Firstly, the fundamentals of Process Management seem to be missing when describing the work with process maturity. The second area is related to identification of approaches and methods for improving Process Maturity, since improving maturity is often addressed as “what” to do, not “how” to do.

Originality/value The paper provides new insights to process maturity.

Keyword
Maturity, Process Maturity, Processes, Maturity Model, Process Management
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-62273 (URN)
Available from: 2017-03-03 Created: 2017-03-03 Last updated: 2017-04-03
3. Customised process maturity measurement: conceptual models for improving organisational performance
Open this publication in new window or tab >>Customised process maturity measurement: conceptual models for improving organisational performance
2016 (English)In: PMA 2016, 2016Conference paper, (Refereed)
Abstract [en]

Process maturity models are widely written about in literature. Many of these maturity applications and models have their origin in the Capability Maturity Model (CMM). The model origins are in software engineering. Process maturity levels are not clearly defined in process management terms. It could be that some customisation is needed when maturity models are applied in different fields and that this customisation could benefit from process management theory. This paper proposes a customised process maturity model with the purpose of assessing the current level of performance while also demonstrating what needs to be done to improve maturity.

Keyword
Process Management, Process Maturity, Process Improvement, Quality Management
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-62270 (URN)
Conference
10th Performance Measurement and Management conference, Edinburgh, June 26-29, 2016
Available from: 2017-03-03 Created: 2017-03-03 Last updated: 2017-06-15

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