Case Study and Maturity Model for Business Process Management Implementation 137 Process Portfolio Target setting Data Managemen rogram Managemen Process Manageme Methods Tools Fig 4. Detailed PMMA of different categories(example for two units The assessment provides a detailed analysis which helps to identify strength and weaknesses and allows comparing the performance of organizations. Thus, it provides a sound basis for best practice sharing. Table 2 summarizes some strengths and weaknesses for the different categories revealed across the assessed organizational units Experiences with the first assessment cycle are promising in terms of acceptance, ease of use, and coverage of BPM impact factors. The Process Management Maturity Assessment is regarded by management and employees as an important part of the overall BPM implementation process in the company. It underlines the importance of coherent Business Process Management activities for company performance The assessment results gained with limited effort provided a reasonable ansparency on the BPM activities and performance of the assessed organizational units. In general the assessment helps organizations to learn from one another in terms of good and poor performance by understanding the performance of an organization and the underlying reasons. In the case of Siemens it helped to identify best practices in BPM within the company which could be adopted by other organizational units in order to improve performance. 3.3 Comparison of Maturity Models The proposed Management Maturity Assessment advances most of the maturity model are based on a limited set of criteria, Only the business Process Maturity Model of the OMG, the Process Audit of Hammer, and the maturity model of rosemann et al. cover also a broader range of bpm factors. All three models were in progress of development at the time of PMMa development.Case Study and Maturity Model for Business Process Management Implementation 137 Program Management, 0 1 2 3 4 5 Process Portfolio & Target setting Process Documentation Process Performance Controlling Process Optimization Methods & Tools Process Management Organization Qualification, Communication Data Management IT-Architecture Fig. 4. Detailed PMMA of different categories (example for two units) The assessment provides a detailed analysis which helps to identify strength and weaknesses and allows comparing the performance of organizations. Thus, it provides a sound basis for best practice sharing. Table 2 summarizes some strengths and weaknesses for the different categories revealed across the assessed organizational units. Experiences with the first assessment cycle are promising in terms of acceptance, ease of use, and coverage of BPM impact factors. The Process Management Maturity Assessment is regarded by management and employees as an important part of the overall BPM implementation process in the company. It underlines the importance of coherent Business Process Management activities for company performance. The assessment results gained with limited effort provided a reasonable transparency on the BPM activities and performance of the assessed organizational units. In general the assessment helps organizations to learn from one another in terms of good and poor performance by understanding the performance of an organization and the underlying reasons. In the case of Siemens it helped to identify best practices in BPM within the company which could be adopted by other organizational units in order to improve performance. 3.3 Comparison of Maturity Models The proposed Process Management Maturity Assessment advances most of the maturity models which are based on a limited set of criteria, Only the Business Process Maturity Model of the OMG, the Process Audit of Hammer, and the maturity model of Rosemann et al. cover also a broader range of BPM factors. All three models were in progress of development at the time of PMMA development