{"id":6602,"date":"2023-03-14T12:51:36","date_gmt":"2023-03-14T12:51:36","guid":{"rendered":"https:\/\/www.cmwlab.com\/blog\/?p=6602"},"modified":"2023-04-12T14:15:48","modified_gmt":"2023-04-12T14:15:48","slug":"bpm-maturity-model-go-deep-vs-go-wide-strategy","status":"publish","type":"post","link":"https:\/\/www.cmwlab.com\/blog\/bpm-maturity-model-go-deep-vs-go-wide-strategy\/","title":{"rendered":"BPM Maturity Model: Go Deep vs. Go Wide Strategy"},"content":{"rendered":"Virtually every company becomes caught by the business process idea, sooner or later. The BPM promises \u2013 sales up! costs down! unprecedented agility! \u2013 make people eager to implement the \u201cBPM thing\u201d as soon as possible, if not yesterday\r\n\r\n\r\n

\r\nThe process maturity model is probably the most underappreciated concept of the Business Process Management discipline.\r\n

\r\nVirtually every company becomes caught by the business process idea, sooner or later. The BPM promises \u2013 sales up! costs down! unprecedented agility! \u2013 make people eager to implement the \u201cBPM thing\u201d as soon as possible, if not yesterday.\r\n

\r\nBut here is the trap: people tend to view BPM as an ocean of opportunities where almost any course may be charted. While in reality it’s rather a railroad line named \u201cBPM maturity scale\u201d. Knowing the map of this line is absolutely critical because the process maturity is a part of company\u2019s culture so it can\u2019t be picked up arbitrary or changed easily \u2013 only step by step. One should honestly evaluate at what station the organization currently stays and then buy a ticket to the next one. Taking what seems to be a short way may derail the company\u2019s BPM train.\r\n

\r\nThe maturity model comes in many flavors: Gartner has one, Forrester has another, Carnegie-Mellon SEI has CMMI. The BPM Common Body of Knowledge by ABPMP refers all these plus Michael Hammer’s PEMM plus introduces its own model. While being in consensus on what the topmost level is, different models propose slightly different paths to the \u201cprocess nirvana\u201d.\r\n

\r\nLet\u2019s have a closer look. The table below aligns the models by the top level \u2013 \u201cOptimized\u201d or \u201cProactively Managed\u201d:\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
SEI CMMI<\/em><\/td>\r\nGartner<\/em><\/td>\r\nForrester<\/em><\/td>\r\nABPMP<\/em><\/td>\r\n<\/tr>\r\n
<\/td>\r\n0: Acknowledge Operational Inefficiencies<\/td>\r\n0: Non-Existent<\/td>\r\n<\/td>\r\n<\/tr>\r\n
1: Initial<\/td>\r\n1: Process-Aware<\/td>\r\n1: Ad Hoc<\/td>\r\n0: Ad-Hoc<\/td>\r\n<\/tr>\r\n
2: Managed<\/td>\r\n2: Intra-Process Automation and Control (Coordinated Processes)<\/td>\r\n2: Repeatable<\/td>\r\n1: Defined<\/td>\r\n<\/tr>\r\n
3: Defined<\/td>\r\n3: Inter-Process Automation and Control (Cross-Boundary Process Management)<\/td>\r\n3: Defined<\/td>\r\n2: Controlled<\/td>\r\n<\/tr>\r\n
4: Quantitatively Managed<\/td>\r\n4: Enterprise Valuation Control (Goal-Driven Processes)<\/td>\r\n4: Measured<\/td>\r\n3: Architected<\/td>\r\n<\/tr>\r\n
5: Optimizing<\/td>\r\n5: Agile Business Structure (Optimized Processes)<\/td>\r\n5: Optimized<\/td>\r\n4: Proactively Managed<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\nTable 1. Well-known process maturity models<\/em>\r\n

\r\nOrganizations moving along the maturity scale shall overcome two barriers:\r\n

\r\n1) \u201cGo wide\u201d \u2013 increasing the scope of process work: from selected priority processes to the system of processes constituting the enterprise.\r\n

\r\n2) \u201cGo deep\u201d \u2013 increasing the degree of control: from basic process documenting to structured definition to full management of the business process lifecycle with strong emphasis.\r\n

\r\nThese two challenges are essentially independent hence it would make more sense to present the maturity model as a two-dimensional matrix rather than a linear scale:\r\n

\r\n\"Process\r\nTable 2. Process maturity matrix<\/em>\r\n

\r\nThe only way from the Initial\/Ad-hoc level (1) is to Repeatable\/Defined (2). The next move is less obvious an organization can increase the degree of control (\u201cgo deep\u201d \u2013 3A) or broaden the scope of BPM efforts (\u201cgo wide\u201d \u2013 3B) or try to combine both. Either way, the final destination (4) is the same so the question is only about what should come first.\r\n

\r\nNow let\u2019s get back to the maturity models presented in Table 1: which path do they suggest?\r\n
    \r\n \t
  1. In SEI CMMI \u201cQuantitatively Managed\u201d immediately precede the final \u201cOptimizing\u201d level. It means that this model prescribes broaden the scope first then increase the degree of control.<\/li>\r\n \t
  2. Gartner\u2019s model makes the emphasis on \u201cAutomation and Control\u201d at early level 2, before widening the scope to the system of process.<\/li>\r\n \t
  3. Forrester puts \u201cMeasured\u201d immediately before \u201cOptimized\u201d \u2013 approach similar to CMMI (these two models are in fact pretty close).<\/li>\r\n \t
  4. ABPMP puts \u201cControlled\u201d before \u201cArchitected\u201d<\/li>\r\n<\/ol>\r\nSummarizing it up, Forrester and SEI CMMI propose \u201cGo Wide\u201d first strategy while Gartner and ABPMP recommend to \u201cGo Deep\u201d first.\r\n

    \r\nHaving the votes split 50 by 50, a BPM practitioner have to make a decision on his own. The first purpose of this article was to attract attention to the gateway in BPM maturity model \u2013 whatever path one would chose, it\u2019s much better to make it with eyes open.\r\n

    \r\nAs for my personal recommendation, I tried both paths and this experience made me a strong believer of \u201cGo Deep\u201d strategy. The reason is simple \u2013 \u201cGo Wide\u201d strategy systematically fails because:\r\n
      \r\n \t
    1. People just don\u2019t understand what the business process is until they\u2019ve got experience in managing it all over PDCA cycle \u2013 and speedy enough! Without the deep understanding of these fundamental things the process map a company may develop as part of \u201cgo wide\u201d effort probably would be flawed; the chances are big that it\u2019d be yet another catalog of business functions rather than a true business process architecture based on an enterprise value chain.<\/li>\r\n \t
    2. A business process well-defined yet not put into the environment granting tight control over execution, automatic monitoring and agility is too expensive in terms of management. A qualified manager will have to spend a big part of his working time to assure that process participants act in accordance with the process definition and workplace instructions and to gather process metrics semi-manually. It\u2019s a pure mechanical job that should be trusted to a software robot (yes, I\u2019m promoting BPMS here). An attempt to widen the BPM initiative without such tools would exhausts the management resources pretty fast.<\/li>\r\n \t
    3. A process defined yet left unmanaged due to lack of management resources becomes just a wishful dream that have little connection to how the work is really done in the organization. The more processes we defined and left them unmanaged \u2013 the deeper we are \u201cparalyzed by analysis\u201d: processes changes faster than we are able to analyze these changes, leaving alone to manage these changes proactively.<\/li>\r\n<\/ol>\r\nMost BPM practitioners\u2019 recommendation is the same: focus on selected process first. Structure and prioritize the process infinity, define few most valuable processes and then proceed to gain full control over them without delay. Then plan carefully the next campaign \u2013 widen the process front by cloning the process team and make the company a true process organization. This is essentially \u201cGo Deep\u201d strategy.","protected":false},"excerpt":{"rendered":"

      Virtually every company becomes caught by the business process idea, sooner or later. The BPM promises \u2013 sales up! costs down! unprecedented agility! \u2013 make people eager to implement the \u201cBPM thing\u201d as soon as possible, if not yesterday<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[376],"tags":[],"class_list":["post-6602","post","type-post","status-publish","format-standard","hentry","category-bpm-com"],"yoast_head":"\nBPM Maturity Model: Go Deep vs. Go Wide Strategy — CMW Lab Blog<\/title>\n<meta name=\"description\" content=\"CMW Lab Unleash the full potential of your BPM strategy with CMW Lab's guide on BPM Maturity Model. 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