AVALIAÇÃO DA MATURIDADE EM GESTÃO POR PROCESSOS NA ÁREA DE TECNOLOGIA DA INFORMAÇÃO E TELECOMUNICAÇÕES DE UMA EMPRESA INTEGRADA DE ENERGIA

• Ano de defesa: 2013
• Autor(a) principal: Mangueira, Vanessa Lima Vianna
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Programa de Pós-graduação em Sistemas de Gestão; Segurança do Trabalho, Meio-ambiente, Gestão pela Qualidade Total
• Palavras-chave em Português: Gestão por processos de negócio; BPM; Modelos de Maturidade; Business Process Management; Maturity Models; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO
• Link de acesso: https://app.uff.br/riuff/handle/1/20360

The business process management or BPM has emerged as a management model capable of responding to the challenges posed by globalization, in a business world that lives in the era of rapidly changing technology, the life cycles of products each shorter time and with clients increasingly demanding and strong. Being the BPM inexorable phenomenon in the corporate world today, a study of the maturity of process management in organizations emerges as needed as the organization needs a deeper analysis to assess whether the model of process management is somehow tangible adding value, improving or helping to improve the competitiveness of the organization. However, in one hand, it has a scientific literature in developing the theme, and the other hand, the absence of examples of companies that have already adopted the management model and validated by the same processes as the management model of the XXI century. There seems to be a gap between theory and practice. This paper aims to contribute to the evolution of the topic process management as well as the evolution of the subject in process management maturity. To achieve the desired goals was applied a maturity model in business process management by Michael Hammer, PEMM (Process and Enterprise Maturity Model). The PEMM is based on two distinct groups of features that are necessary for the proper performance of business processes and their sustainability. Each group represents a matrix in the model: one applies to individual processes and is described as process enablers that determine how processes are able to function over time, the another is represented by the organizational skills that apply to the organization as a whole. The maturity levels range from 1-4. For each cell in the matrix Hammer describes the characteristics required for reaching the maturity level. The model was applied in a case study in the area of Information Technology and Telecommunications of an integrated energy company and it was possible to compare the two levels perceptions of the sample: a managerial - level "A" and functional - level "B‖. Highlighting the dimensions of Michael Hammer s model, related to the enablers of processes and organizational capabilities, it was noted that the two samples have different degrees of mature development, being more consolidated in level 01 of maturity, the perception managerial - level "A".