Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 10

b) Improvement Prescriptions For the proposed maturity model to be considered prescriptive, it is necessary to drive improvements so that the researched sector is able to reach higher maturity levels. For this purpose, equation (17) was used to identify which capacities should be prioritized for the improvement of the Real DIPAT, in comparison with the Reference DIPAT. For the interpretation of the proximity index, it is considered: (i) for capacities with values equal to 0, the Reference DIPAT and Real DIPAT have the same performances; (ii) for capacities with values > 0, Real DIPAT outperforms Reference DIPAT; and (iii) for capacities with values <0, Real DIPAT has lower performances than Reference DIPAT. With the application of the proximity index, the results of Table XIV were obtained. Table XIV: Proximity Index Strategic Alignment Governance Methods IT People Culture Reference DIPAT 0,098 0,121 0,148 0,169 0,055 0,086 Real DIPAT 0,126 0,110 0,112 0,097 0,063 0,105 Proximity index -0,028 0,011 0,036 0,072 -0,008 -0,019 After the results, it was possible to observe that the strategic alignment, culture and people capacities showed lower performances in the Real DIPAT compared to the Reference DIPAT, with indexes of - 0.028, -0.019 and -0.008, respectively. In contrast, the governance, methods and information technology capabilities performed better at Real DIPAT compared to Reference DIPAT, with rates of 0.011, 0.036 and 0.072, respectively. The Figure 3 illustrates the proximity indexes and the performance of the assessed capacities of Real DIPAT compared to Reference DIPAT. Figure 3: Proximity Index The results of the proximity indexes made it possible to create an order of priority for the application of improvements, making it possible to continuously improve performance and increase the level of maturity in DIPAT Real's process management. Following are the descriptions of continuous improvement in process management for Real DIPAT, so that it progressively raises its maturity level. To reach maturity level 4 (managed), the requirements for each capacity follow the order of priority: • Strategic Alignment : measure all processes and monitor their performance, even if in isolation; discuss plans for process improvement in conjunction with other sectors; model processes taking into account executors and other stakeholders and; support improvement plans for process management. • Culture : management must be prepared for major multidimensional changes; stakeholders in the processes must accept the changes and initiate an increasing adaptation to them; management must seek actions for process management, seeking to exaggerate its benefits; all stakeholders in the processes must contribute to the smooth running of the processes; the leadership must seek more Innovative Multicriteria Approach to Business Process Management Maturity in the Public Sector Global Journal of Management and Business Research ( A ) XXIII Issue X Version I Year 2023 64 © 2023 Global Journals