Analyzing Process Maturity and Enterprise Models in Strategic Management - 4

Exploring the Process and Enterprise Maturity Model (PEMM)

The Process and Enterprise Maturity Model (PEMM) developed by Hammer (2007) is a crucial roadmap and benchmarking tool allowing companies to evaluate the maturity of their business processes. It distinguishes between process maturity and enterprise maturity.

Understanding PEMM

PEMM identifies two critical elements supporting the understanding of process and enterprise maturity:

1. Process Enablers: Relating to individual processes, these encompass five key factors:

- Design: Specifications outlining the process execution comprehensively (purpose, context, and documentation).

- Performers: Skills and knowledge of individuals executing the process (knowledge, skills, and behavior).

- Owners: Senior executives responsible for the process and its outcomes (identity, activities, and authority).

- Infrastructure: Information and management systems supporting the process (information systems and human resources).

- Metrics: Measures used to track process performance, driving desired behavior and results (definition and users).

2. Enterprise Capabilities: Applied across the entire organization, these involve four critical aspects:

- Leadership: Senior executives supporting process creation and continuous improvement (awareness, alignment, behavior, and style).

- Culture: Values essential for process-based work (teamwork, customer focus, responsibility, and attitude toward change).

- Expertise: Skills in process redesign and implementation (people and methodology).

- Governance: Mechanisms managing transformation or process improvements (process model, accountability, and integration).

Enhancing Process Maturity

Improving process maturity requires an analysis of process enablers, enterprise capabilities, or the complete process. Redesigning a process often involves more than simply rearranging workflows, aiming for alignment with overall enterprise objectives.

PEMM Implementation

For those interested in implementing PEMM, specialized audit sheets are available. These tools assist in guiding assessments and improvements within the organization.

Conclusion

Process and enterprise maturity are intertwined, requiring a balance between process enablers focused on design, execution, and change, and enterprise capabilities supporting and sustaining these changes as part of regular business operations. Achieving and maintaining a high process maturity level necessitates corresponding maturity at the enterprise level, ensuring readiness for designing and sustaining high-performing processes.