ABSTRACT
As this entire book outlines, BPM is a holistic organizational management practice that requires top management understanding and involvement, clearly defined roles and decision processes as part of BPM governance, appropriate BPM methodologies, process-aware information systems, educated and well-trained people, and a culture receptive to business processes. BPM has its roots in a number of approaches, including BPR, quality management (e.g., TQM, Six Sigma), operations management (e.g., MRP II, CIM, Kanban), business process modeling and process-aware information systems (e.g., workflow manage - ment systems, service-oriented architectures). It is widely recognized as a foundation for
The chapter provides a brief and selective overview of the structure and components included in a holistic and contemporary model that facilitates the assessment of BPM maturity.
