Ranking business processes maturity by modified rembrandt technique with considering CMMI dimensions

An organization’s value is substantiated by consistent, high quality processes engineered in its operations and the allocation of the limited resources to achieve the desired objective. Intrinsic to the development of a process are the articulation of a coherent workflow, identification of the optimal skillset required at each stage of the process, and commissioning of the right technology platform. However, processes need to evolve with perceptible changes in the customer mindset, new technologies, exponential growth needs, and the unrelenting pressure on cost reduction. More than ever, organizations today need to institutionalize continual process improvement to avoid the risk of receding into obsolescence. While organizations choose from a menu of process improvement models, it is important to assess the maturity of the end-to-end process and to identify potential gaps and tailored solutions critically and in order. The purpose of this paper is to evaluate and rank the maturity of processes in a consulting firm. To achieve this goal, a review of the literature related to the organization’s process maturity models is provided and thereafter a comprehensive model including factors and confirmed indicators is presented. It continues to assess and discuss the maturity of processes in a consulting firm.

Keywords:

Business Process Maturity Models , Process management , Rembrandt Techniques