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Modelo de maturidade para apoio à implementação de uma filosofia de gestão orientada a processos numa organização
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Orientador(es)
Resumo(s)
Atualmente as organizações competem num mercado livre. Para terem capacidade de competição necessitam de ter uma estrutura organizacional sólida que apenas acontece quando existe uma boa planificação. Organizar significa estruturar, processos e a definição clara e objetiva de quem faz o quê, quando, onde e como.
Os processos são fundamentais nas organizações. Ditam o seu caminho, para onde vão, se se cumprem objetivos, se os mesmos estão alinhados com as estratégias definidas. Todas as organizações precisam de uma linha orientadora do seu percurso e uma definição de quando e em que momento devem reestruturar e melhorar o que já foi estruturado. Quanto maior a organização maior a dificuldade em implementar alterações e, é aqui que o Business Process Management (BPM) tem um papel fundamental no percurso. Quanto mais o BPM estiver alinhado com os objetivos planeados, mais fácil se torna de alterar e implementar.
Ao longo dos anos vários estudos têm sido feitos sobre o tema BPM, várias frameworks têm sido propostas, vários modelos de maturidade têm sido desenhados, no entanto, a dificuldade mantém-se.
Como avaliar a maturidade de um processo? Este trabalho incide sobre essa matéria. Na revisão da literatura é feito um resumo dos modelos de maturidade definidos a nível académico e as suas principais características. Posteriormente propõe-se uma proposta de modelo de maturidade de BPM.
Como metodologia foi adotada a Design Science Research com a avaliação efetuada através da realização de um questionário que contou como participantes peritos académicos na área do BPM e diretores de departamentos de sistemas de informação. Este questionário possibilitou a recolha de informação para complementar ao modelo proposto.
Nowadays organizations compete in a free market. To compete they need to have a solid organizational structure that only happens with a good planning. Organizing means structures, processes and the clear and objective definition of who does what, when, where and how. Processes are fundamental in organizations. They determine their path, where they are going, if the goals are met, if they are aligned with the defined strategies. All organizations need a guideline for their course and a definition of when to restructure and improve what has already been structured. The greater the organization, the greater the difficulty in implementing changes, it is here that Business Process Management (BPM) plays a fundamental role in the course. The more BPM is aligned with the planned objectives, the easier it becomes to change and implement. Over the years, several studies have been done on the BPM theme, several frameworks were proposed, several maturity models were designed, however, the difficulty remains. How to evaluate the maturity of a process? This paper addresses this issue. In the review literature, we summarize the maturity models that are defined at the academic level and their main characteristics. Subsequently, a proposal for a BPM maturity model is proposed. As a methodology was adopted the Design Science Research whose evaluation has been carried out by conducting a questionnaire that included as participants academic experts in the area of BPM and directors of information systems departments. This questionnaire enabled the information gathering to complement the proposed model.
Nowadays organizations compete in a free market. To compete they need to have a solid organizational structure that only happens with a good planning. Organizing means structures, processes and the clear and objective definition of who does what, when, where and how. Processes are fundamental in organizations. They determine their path, where they are going, if the goals are met, if they are aligned with the defined strategies. All organizations need a guideline for their course and a definition of when to restructure and improve what has already been structured. The greater the organization, the greater the difficulty in implementing changes, it is here that Business Process Management (BPM) plays a fundamental role in the course. The more BPM is aligned with the planned objectives, the easier it becomes to change and implement. Over the years, several studies have been done on the BPM theme, several frameworks were proposed, several maturity models were designed, however, the difficulty remains. How to evaluate the maturity of a process? This paper addresses this issue. In the review literature, we summarize the maturity models that are defined at the academic level and their main characteristics. Subsequently, a proposal for a BPM maturity model is proposed. As a methodology was adopted the Design Science Research whose evaluation has been carried out by conducting a questionnaire that included as participants academic experts in the area of BPM and directors of information systems departments. This questionnaire enabled the information gathering to complement the proposed model.
Descrição
Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Knowledge Management and Business Intelligence
Palavras-chave
Negócio Gestão Processos Modelo Maturidade Desempenho Business Management Process Model Maturity Performance