At the same time, BPM also serves as the basis for measuring process improvements and, consequently, for measuring the achievement of business goals. Only a clearly described process with a clearly defined start and end point and modeled process steps can be measured.

Examples of a change are shorter throughput times, higher output, fewer process steps, higher degree of automation. For each business process, this change goal should be specified in concrete terms in an annual plan.


Depending on the size and organizational structure of the company, there are various possible applications for the BPM: Group versus smaller, simpler organization, single or multi-company structure, function or process-oriented BPM, one or more locations, Shared Service Center (SSC) in action etc.

The demands and efforts required to build a process map, process management, and process responsibility largely depend on the complexity of the business structure. Basically, one can distinguish between simple and complex corporate structures. In a simple business organization (such as a one-company structure or all companies in an industry), it will generally be easier to identify a clearly identifiable process owner who has a significant say in what their process involves. The link to upstream and downstream process responsibilities can also be easily structured and implemented. But here, too, is a prerequisite that a BPM philosophy has been described in a manual to which all participants must comply.

In a complex enterprise organization (e.g., multi-company structure or global corporations), creating a globally valid process model is correspondingly expensive. In addition to defining how something is modeled where and when, it is immensely important to clarify what the process model should represent. Here it is advisable to define that the process model depicts the view of a “model society”, which contains all processes or process variants of all societies, and to model an end-to-end process, which also represents the process connections between the societies, is no longer comprehensible with standardized modeling languages, where painting or presentation tools are better suited, whose content can be displayed at defined points of the process model, eg via links.

The illustration with an IT view of a “model company” also has the advantage of seeing all process variants of all companies belonging to the group side by side and of having comparisons with regard to standardization and harmonization of processes.

The process variants themselves can be given the information about attributes in which society the process variant is lived. However, this type of presentation also requires a BPM organization that has centrally organized a BPM hierarchy in all companies throughout the Group.

Through the use of process governance, it is possible to clearly define the framework conditions, rules and principles that apply to the entire company and, above all, the definition of process responsibility, ie. the definition of organizations responsible for the actual conduct of the processes and process governance:

In order to ensure uniform process governance for the entire company, this task is typically assigned to a central area. regardless of whether it is an independent BPM organization or a project team within an existing organization. It is important to have clear instructions from the company management and thus the complete penetration of the company.

BPM Maturity GRADE

An integral part of BPM is the continuous process improvement and the “maturity” of a process in relation to the BPM methodology. In order to be able to measure this uniformly throughout the company, different maturity models are used.

The definition of a standard model that can be used in all companies is not possible because different requirements / metrics are required for different companies. Therefore, it may be necessary to adapt the existing models to the corresponding process requirements.

For this reason, no recommendation for a specific model is possible. It is important that a maturity model is used for process evaluation.

Examples of BPM maturity models:

EDEN maturity model:

A more and more popular maturity model in Germany is the EDEN maturity model (Successful – Consistent – Efficient – Sustainable). The BPM Club Business Process Excellence working group, which includes a number of process managers and process management experts from well-known companies, came to the conclusion that existing maturity models were not comprehensive enough with regard to company-wide process orientation The working group was very intensively involved with this topic and finally developed its own maturity model, the EDEN model, based on existing models in some of the companies involved, which were already in practical use, as well as the diverse experiences of the participants not in the hands of consultants, but of users.

The founding members are: BASF SE, Fraunhofer Gesellschaft, Nordenia International AG,

Goals International GmbH, BPM & O GmbH, Dr Thomas Allweyer, Dr. Ing. Peter Telgheder, Stefan Knickel, dr. Klaus Riehl, Michael Maiss, Frank Thiele. In addition, development partners such as Lufthansa, Alstom Power, VW Financial Services, Dunlop, T-Mobile u.v.m. In the EDEN maturity model, both the maturity level of a company and the maturity level of processes are analyzed and evaluated. In this case, any process model can be deposited.

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