1. The Business Process Maturity Model (BPMM)
An Overview for OMG Members
Dr. John Alden – Managing Partner
Dr. Bill Curtis – Chief Scientist

2. * Questions and comments forward to:
Agenda
Kick off, introductions and purpose-John Alden
Overview of BPMM-Bill Curtis
Fit with OMG standards-John Alden
Discussion-all*
* Questions and comments forward to:
Or IM’s:
Yahoo: johnwalden1019
AIM: aldensails

3. OMG standards relationships:
Business targeted standards:
BMM
OSM
BPMN
SBVR
Organizational Capability:
BPMM
People CMM (SEI)
Other standards for measurement:
ITIL, COBIT, and CMMI(SEI)
Software targeted standards:
SPEM
BPDM
MDA/MOF/UML

4. The Ecology of Failed Systems
Work
overloads
Lack of
measures
& defined
processes
Siloed
functional
processes
Inconsistent
materials
Unmanaged
commitments
Cascading
rework
Inconsistent
procedures for
identical tasks
Unintegrated
best practices

5. History of Maturity Models
Humphrey’s
Process
Maturity
Framework
Crosby’s
Quality
Maturity
Grid
Shewart,
Deming
SPC &
PDCA
CMM for
Software
System
Eng. CMM
People
CMM
CMMI
Business
Process MM
Acquisition
CMM
While at IBM in the early 1980s, Watts Humphrey wanted to get software organizations to adopt the continuous Plan-Do-Check-Act improvement cycle invented by Walter Shewart and W. Edwards Deming. Humphrey learned of the Quality Maturity Grid while attending Philip Crosby’s quality college in Florida. Crosby’s five level grid posited that organizations followed an evolutionary path in adopting quality practices. They first became aware of a practice, then they learned more about it, they piloted its use, they deployed it widely, and ultimately they mastered its use. Humphrey realized that neither Crosby’s model nor Plan-Do-Check-Act were working in software organizations. After a decade or two of trying to adopt better software practices with these approaches, little progress had been made. Most organizations would try better practices, but then drop them in the rush of hurried projects. Humphrey’s unique insight came in realizing that to sustain the adoption of better practices, he had to solve the problems that presented barriers to continued improvement. The ordering of these problems provided Humphrey with the staging of the five levels in his Process Maturity Framework. Humphrey worked out the details for applying this framework to software when he came to the SEI in 1986 and published it in his landmark book, Managing the Software Process (1989). This framework is the foundation of all true CMMs.
In 1991, Bill Curtis, Mark Paulk, and Charlie Weber led an effort at the SEI to produce the Capability Maturity Model for Software (Paulk et al., 1995) that integrated many best practices drawn from software development organizations into Humphrey’s framework. Bill Curtis later led an effort to develop the People CMM (Curtis et al., 2002) for applying the maturity framework to best practices for managing and developing the workforce. The U.S. Department of Defense developed an Acquisition Maturity Model when it realized it had to mature its practices as a customer in order to work effectively with a mature developer. The system engineering community developed their own version of a CMM based on an improvement model that differed from Humphrey’s framework, and therefore was not a true CMM. CMM Integration (CMMI) was attempted to integrate these different improvement architectures into one model that could be applied to both software and systems engineering. The CMM framework has proven robust and can be applied effectively to many domains of business processes.
Developed by two authors
of the CMM for Software

6. Maturity Model Typology
CMMI
Continuous
COBIT Maturity
Ratings
ITIL Maturity
CMMI
Staged
People
CMM
Business
Process MM
Prescriptive
practices
Level of
Implementation
Detail
SOA MMs
Descriptive
states
Crosby Quality
Maturity Grid
ITIL Org.
Growth
Process
maturity
Organizational
Capability
Locus of Transformation

7. The Five Maturity Levels
Optimizing
Change
management
Level 4
Predictable
Capability
management
Continuously
improving
practices
Level 3
Standardized
Business line
management
Quantitatively
managed
practices
Level 2
Managed
Work unit
management
Standardized best practices
Level 1
Initial
Inconsistent
management
Repeatable
practices

8. How the BPMM Works Level 5 Level 4 Level 3 Level 2 Level 1 Optimized
Implement continual proactive improvements to achieve business targets
Capable processes
Perpetual innovation
Change management
Level 4
Predictable
Manage process and results quantitatively and exploit benefits of standardization
Predictable results
Reuse/knowledge mgt.
Reduced variation
Level 3
Standardized
Develop standard processes, measures, and training for product & service offerings
Productivity growth
Effective automation
Economies of scale
Level 2
Managed
Build disciplined work unit management to stabilize work and control commitments
Reduced rework Repeatable practices
Satisfied schedules
Level 1
Initial
Motivate people to overcome problems and just “get the job done”
Mistakes, bottlenecks
Ad hoc methods
Hero worship

9. Structure of the BPMM Level 5 Level 4 Level 3 Level 2— Managed Level 2
Process Areas
Work Unit
Requirements
Mgt. Practices
Organizational Business Goverance
Organizational Process Leadership
Work Unit Requirements Mgt.
Work Unit Planning and Commitment
Work Unit Monitoring & Control
Work Unit Performance
Sourcing Management
Work Unit Change Management
Process and Product Assurance
Work Unit
Requirements
Mgt. Goals
SP1: Identify requirements
SP 2: Clarify requirements
SP 3: Evaluate requirements for implementation
SP 4: Negotiate requirements
SP 5; Maintain agreed to requirements
SP 6: Conduct regular requirements review
In 1: Describe the process
In 2: Plan the process
In 3: Provide knowledge and skills
In 4: Control the process
In 5: Objectively assure adherence
SG1: Requirements are identified and evaluated
SG2: Requirements baseline is maintained
InG: Process is institutionalized
Maturity
Levels

10. Institutionalizing Practices
“The practices for [process_area]
are institutionalized.”
Process Planning
Skills & Training
Process Description
Process
Area
Specific
Practices
(Implementation)
Monitoring
& Control
Process
Assurance

11. Level 1 – Initial Organizations
Undisciplined
Few repeatable processes, often
sacrificed under pressure
Individualistic
People rely on personal methods
for accomplishing work
Inconsistent
Little preparation for managing
a work unit
Inefficient
Few measures for analyzing
effectiveness of practices
Stagnant
No foundation or commitment
for improvement

12. Initial Organizations
Heros
Firefighting
Rework

13. Level 2 – Managed Organizations
Committed
Executives commit organization
to improving operations
Proactive
Managers take responsibility for
work unit operations & performance
Managed
Commitments are balanced with
resources
Repeatable
Work units use local procedures
that have proven effective
Responsible
Work units are capable of meeting
their commitments

14. Organizational Process Leadership Organizational Business Governance
Level 2 Process Areas
Executives
Organizational Process Leadership
Organizational Business Governance
Managers
Work unit
members
Work Unit
Requirements
Management
Work Unit
Performance
Work Unit
Change
Management
Work Unit
Planning and
Commitment
Sourcing
Management
Work Unit
Monitoring
and Control
Process and
Product Assurance
Staff

15. Level 3 – Standardized Organizations
Organizational
Integrate end-to-end business
processes across siloed functions
Integrated
Establish standard processes
from best practices in work units
Adaptable
Standard processes tailored for
best use in different circumstances
Leveraged
Common measures and processes
promote organizational learning
Professional
Organizational culture emerges
from common practices

16. Levels 2 to 3 Transition Level 3 Level 2 Confederated work units Work
Standard
Process
This is a process description derived from the local method of doing it
Level 3
Tailored
Process
This is a process description derived from the local method of doing it
Work
Unit 1
Unit 2
Unit 3
Unit 4
Unit 5
Enterprise-wide end-to-end, integrated business process
Work
Unit 5
Procedures
Unit 4
Do this
Do that
Unit 2
Do this first
Do this next
Do this last
Confederated
work units
Unit 1
Unit 2a
Unit 3
Unit 4a
Unit 5a
Level 2

17. Level 3 Process Areas Staff Work unit members Organizational Process
Management
Competency
Resource
Configuration
Product and
Service
Preparation
Deployment
Product and
Service
Operation
Support
Product and
Service
Management
Managers

18. Domain Specific Process Areas
Market
Evaluation
Communication
Sales
Support
Product
Specification
Marketing
Management
Product and
Service
Preparation
Operation
Support
Deployment
Management
Collection &
Dispersement
Financial
Reporting
Modeling &
Projection
Governance
Finance
Management

19. Level 4 – Predictable Organizations
Quantitative
Process variation, performance, and
capability understood quantitatively
Stable
Variation reduced through reuse,
mentoring, & statistical mgt.
Empowered
Process data empowers staff to
manage their own work
Multi-functional
Functional processes reengineered
as roles in business processes
Predictable
Outcomes predictable from sub-
process capability & performance

20. Level 4 Process Areas Staff Organizational Capability Management
Work unit
members
Business
Process
Integration
Organizational
Common Asset
Management
Managers
Quantitative
Process
Management
Quantitative
Business
Management

21. Level 5 – Optimizing Organizations
Proactive
Improvements planned to achieve
business strategies & objectives
Systematic
Improvements evaluated and
deployed using orderly methods
Continual
Individuals and workgroups
continuously improve capability
Aligned
Performance aligned across
the organization
Preventative
Defects and problem causes
systematically eliminated

22. Level 5 Process Areas Executives Organizational Improvement Planning
Deployment
Process and
Product
Innovation
Staff
Work unit
members
Defect and
Problem
Prevention
Continuous
Capability
Improvement
Organizational
Performance
Alignment

23. Semiconductor Equipment
BPMM Pilots
International Bank
Objectives:
Achieve cost reductions
External recognition for efficiency and low risk
Health Care Services
Objectives:
Reduce billing errors
Provide framework for 6 and business process reengineering
Semiconductor Equipment
Objectives:
Integrate improvement activities
Extend process maturity benefits to every business process
Gaming
Objectives:
Integrate development, installation, & support processes
Improve efficiency of operations

24. Transforming the Culture
Level 3
Organization develops standard processes,
Engineering culture
Level 5
Opportunistic
Improvements,
Empowered culture
Proactive
Agile culture
Organization
Level 4
End-to-end process managed statistically,
Precision culture
Discipline
Level 2
Project mgrs. establish
discipline & stability,
Commitment culture
Trust
Work unit
Level 1
Ad Hoc processes, inconsistent results,
Hero-driven culture
Individual

25. Summary
The immaturity of business processes strictly limits the value and success of IT systems
The process maturity framework is a proven roadmap for improving process capability and unlocking the full value of IT systems
The Business Process Maturity Model enables greater fidelity between the actual performance of business processes and their model-based representations

26. * Questions and comments forward to:
Agenda
Kick off, introductions and purpose-John Alden
Overview of BPMM-Bill Curtis
Fit with OMG standards-John Alden
Discussion-all*
* Questions and comments forward to:
Or IM’s:
Yahoo: johnwalden1019
AIM: aldensails