BUSINESS PROCESS MATURITY MODEL IN UUP PENERBIT ITB USING MODIFIED OBJECT MANAGEMENT GROUP BUSINESS PROCESS MATURITY MODEL

• Main Author: ABDURRAHMAN NIM 14411501, REYHAN
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/30353
• Institution: Institut Teknologi Bandung

During the last couple of years, UUP Penerbit ITB, as one of the subsidiary units under supervision of Direktorat Keuangan (Directorate of Finance, Planning and Development) Institut Teknologi Bandung through BPUDL (Business and Endowment Fund) ITB, underwent some drastic changes and problems internally. Some of which are a change in its legal entity to “limited liability company”, reduced workforces due to ITB’s overall restructuring process and lack of process capability from its primitive infrastructure. Such phenomenon indicates the presence of organizational problems related to business process management. <br /> <br /> <br /> <br /> <br /> <br /> <br /> This research aims therefore to comprehensively examine the current situation on how business processes are managed in order to identify lack of performance, with a wider objective to improve organization’s overall business performance, by measuring maturity levels on its business process management. <br /> <br /> <br /> <br /> <br /> <br /> <br /> Measuring the maturity is executed with the Business Process Maturity Model instrument by Object Management Group (OMG-BPMM). This is considered the most suitable to apply to Penerbit ITB among the other three maturity models analyzed due to its inherent prescriptive nature. However, it still needs adjusting to be applied for this research. The measurement is staged from Level 2 to Level 5 which comprise a certain number of process areas to assess in each level. <br /> <br /> <br /> <br /> <br /> <br /> <br /> Based on the findings of this research, it is known that Penerbit ITB is still between Level 1 and Level 2 in terms of its business process maturity with a total score of 1.71. From these results, the writer closes the research by giving some practical recommendations on how to improve its business process management immediately. There are 3 proposed recommendations, i.e. (1) completion of procedures, standards and organizational policies, (2) performance indicator-led process management and (3) independent strategic planning