COMPARATIVE ANALYSIS OF THE PROCESS MATURITY MODELS

Keeping an enterprise up with other companies in the industry can be achieved through the strengthening of tools used in its management. One of these tools is the business process management. Business process management should improve constantly and successively, going through the certain stages of development called the process maturity stages. There are many process maturity models represented by roadmaps on the achieving the process maturity levels. Models differ from each other by the number of levels, the objects studied within an enterprise, the criteria for the transition from one maturity level to another. In order to form a common understanding of the process maturity concept, the paper considers the classification of process maturity models for management objects. Due to the fact that, according to different data, the number of process maturity models varies from 61 to 200, the author compared the levels of the main process maturity models: CMMI, SPICE, BPMM, Gartner, and Forrester. For this purpose, the author gave a brief description of each selected model, defined the similarities and differences between the levels of different process maturity models (there are five or six of them depending on the model under consideration), and determined general characteristics of each level. The process maturity levels of different models have common features that allow combining them into generalized levels. Moreover, the author considered the prospect of adding one more level due to the development of business process management.

The factors facilitating the transition from one process maturity level to another and the objectives that should be pursued within this transition are identified.