Many process improvement initiatives and companies’ strategic projects do not have their benefits reached in its full potential for different reasons. First, there is a weak or inexistent understanding of the company’s level of Maturity in Business Process Management (BPM). Second, the organisation is not ready to deal with most “soft” aspects of process-related initiatives: change management, internalisation of new knowledge and people’s willingness to apply new solutions to everyday work. The paper presents two ways for the companies to resolve these issues. The first is a self-assessment model of BPM Maturity measurement, the model BPM 6×5 (6 by 5). The second is the concept of Super User role with an extended scope of work: it is not only support to the users of the system, but also a deep understanding of the process and knowledge management within the department.
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