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

actions in the management of the processes, adopting a holistic (global) view of the institution. • People : The sector must have skilled employees in the execution and management of its processes; provide training courses to civil servants for new knowledge and skills relevant to the processes, when possible; work as a team in the execution and in the process improvement projects, in order to achieve the desired results; the employees and the management must be responsible for the results of the processes, and the management must also propose improvements to achieve the desired results and; the head of the sector must delegate control and authority to the executors of the processes. • Governance : Discuss some strategies that can contribute to the improvement of processes; formalize the role of each server in the process, with the attribution of autonomy to act; model processes at the sectoral level and extend to other stakeholders and; exercise formal control over all processes in the sector. • Methods : Design the processes so that they fit with other processes of the institution; document the processes in an electronic and standardized manner; implement and execute the documented processes in a standardized manner; control and measure critical processes and; establish methods to be used in the improvement of processes. • Information Technology : Using an integrated IT system, designed with the processes and adhering to industry standards to support the processes; make equipment and software available that provide specific reports to support the processes; control and measure industry processes with independent IT systems and; apply process improvement and innovation projects supported by an independent IT system. To reach level 5 of maturity (optimized), the requirements for each capacity follow the order of priority: • Strategic Alignment: Measure all processes, monitor their performance and align them between the sector's operational and strategic team; make process improvement plans part of the sector's strategic cycle; model processes based on the expectations of all stakeholders and; carry out the integration between management and executors, so that the improvement plans are defined together. • Culture : Management must recognize that changes are inevitable for the improvement of processes, provide their support and adopt them whenever necessary; management must recognize the importance and benefits of processes, so that their management actions must be process-oriented; all parts of the processes must be interested in its good progress, proposing improvements and contributing to them and; the leadership must act oriented by the processes and have a holistic (global) view of the institution. • People : The sector must have servers skilled in the execution and management of large-scale processes; provide training to servers to maintain knowledge and skills relevant to the processes, making them skilled in their execution and management; work as a team with other sectors / departments in order to achieve the desired results of the processes; employees and management must be responsible for the results of the processes, proposing improvements to achieve increasingly better results and; leadership must delegate authority to process executors through leadership based on vision and influence, rather than command and control. • Governance : Discuss strategies and action plans to improve the critical processes in the sector; each servant must exercise his responsibility and assume roles, have autonomy to act, while the head. c) Practical Implications From the results, the AHP method was considered efficient for the analysis and weighting of capacity weights. The fuzzy -TOPSIS method was able to generate a synthetic indicator for the measurement of the maturity level from the data of the alternatives Utopian DIPAT, Reference DIPAT and Real DIPAT. The scientific literature (BRUIN et al ., 2005) points out that a maturity model can be applied for descriptive, prescriptive and comparative purposes. The results obtained in the application of the BPMMM proposed in this study, shows that there is a possibility of application for the three purposes, since it enabled the assessment of the current state of maturity of the process management (descriptive); enabled the identification of desirable levels of future maturity, providing guidance for the implementation of improve- ments (prescriptive); and allowed a comparative analysis between two sectors of different campuses of a federal public university (comparative). In addition, the model can be used in practice as a guide for advances in the performance of processes by any sector and/or institution, public and private; because its generic structure allows its use for the measurement of any process or set of processes. The quantitative evaluation of the model to obtain the result of the maturity level and prescription of improvements also contributes to its periodic application in practice; as it allows for agile and reliable results, as it is an evaluation with methodological rigor, and allows anyone to apply it, eliminating the need for application by professionals in the process area. 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 65 © 2023 Global Journals