Case Study and Maturity Model for Business Process Management Implementation 135 While the maturity levels of figure 2 document the overall assessment and onsolidate the maturity assessment of the different categories, a more detailed look n each of the categories is provided by radar screens(see figure 4). Detailed criteria and a set of questions exist to assess the maturity level for each of the categories. Table I summarizes on what needs to be accomplished for a maturity level 3 in each category In general, most CMMI based maturity models define five maturity levels and associate a higher level with a higher maturity and a better performing organizatio Crawford [30] argues that this can be a misleading interpretation. An organization should aim for a particular maturity level in relation to its organizational strategies and objectives. a detailed view on the implications of the current matur irity level based on the identified shortcomings and weaknesses is proposed in order to derive strategies for improvement. Table 1. PMMA categories and maturity level 3 achievements PMMA Scope PMMA Content of Maturity Level 3 Process portfolio target Setting assessment and prioritization of these processes is sible In order to compile a process portfolio, a comprehe onducted Process documentation The systematically ascertained and strategically relevant processes incl. KPIs are documented according to the SPF Process performance A systematic procedure to identify KPIs out of the merous metrics is defined Process Optimization Benchmarks are defined and improvement levers identifie The process landscape is derived from systematically ascertained major components of the value chain, business Process Management bilities for processes and process management are The activities for introduction and further development of Qualification process management are coordinated systematically by a Data management Harmonization/ standardization of data content and formats clearly defined responsibilities for data definition, content Requirements from process management are definitive for IT target architecture. The migration requirement for the IT architecture is derived from deviations between as-is and 3.2 Maturity Assessment: Initial Study and Findings In addition to the workout of the PMMA, a qualification and training program wa up to build a pool of certified assessors who can conduct the PMMA. A roadmap wasCase Study and Maturity Model for Business Process Management Implementation 135 While the maturity levels of figure 2 document the overall assessment and consolidate the maturity assessment of the different categories, a more detailed look on each of the categories is provided by radar screens (see figure 4). Detailed criteria and a set of questions exist to assess the maturity level for each of the categories. Table 1 summarizes on what needs to be accomplished for a maturity level 3 in each category. In general, most CMMI based maturity models define five maturity levels and associate a higher level with a higher maturity and a better performing organization. Crawford [30] argues that this can be a misleading interpretation. An organization should aim for a particular maturity level in relation to its organizational strategies and objectives. A detailed view on the implications of the current maturity level based on the identified shortcomings and weaknesses is proposed in order to derive strategies for improvement. Table 1. PMMA categories and maturity level 3 achievements PMMA Scope PMMA Content of Maturity Level 3 Process Portfolio & Target Setting In order to compile a process portfolio, a comprehensible assessment and prioritization of these processes is conducted Process Documentation The systematically ascertained and strategically relevant processes incl. KPIs are documented according to the SPF in the reference process house. Process Performance Controlling A systematic procedure to identify KPIs out of the numerous metrics is defined. Process Optimization Benchmarks are defined and improvement levers identified. Methods & Tools The process landscape is derived from systematically ascertained major components of the value chain, business strategy and binding guidelines. Process Management Organization Responsibilities for processes and process management are established Program Management, Qualification, Communication The activities for introduction and further development of process management are coordinated systematically by a program and project management. Data Management Harmonization/ standardization of data content and formats, clearly defined responsibilities for data definition, content and consistency. IT Architecture Requirements from process management are definitive for IT target architecture. The migration requirement for the IT architecture is derived from deviations between as-is and target architecture. 3.2 Maturity Assessment: Initial Study and Findings In addition to the workout of the PMMA, a qualification and training program was set up to build a pool of certified assessors who can conduct the PMMA. A roadmap was