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

Its prescription in order of priority allows managers to analyze which capacities are in a critical state of performance, making it possible to take better targeted actions, according to the reality of each organization. VI. C onclusions This study offers a maturity model in BPM, whose main objective is to fill the gaps found in the literature: proposal of maturity models based on the consolidation of existing models, scarcity of BPMMM with prescriptive properties, over-complexity in the application and low flexibility existing models. The objective of the study was accomplished, the model was structured based on two models of maturity in BPM consolidated from the literature: BPM- CF and PEMM. The model was built to propose continuous improvement actions that enable the achievement of higher levels of maturity gradually, showing a high prescriptive property. In addition, its quantitative assessment, using the methodology of Zola (2019) and Aragão (2020), allowed agility in the results and low complexity in the application, which makes the model applicable by any interested party, without the need of specialists in the area of processes or evaluators external. The proposal for quantitative evaluation gave methodological rigor to the model, minimizing possible subjectivities that could be qualitative models. The use of the AHP method allowed decision- makers to analyze and consider the importance of each process management capacity, according to the reality of the assessed equity sector. Thus, assigning weights to the model's capabilities becomes a strong point; because each process has its peculiarities; that is, it is possible that each capacity has a different weight for the management of certain processes, as was the case with DIPAT, determining that the most important capacities for its processes, respectively: information technology, culture, methods, governance, people and strategic alignment. As a result of its application, Real DIPAT presented a maturity level 3 (defined), characterized by actions in search of building and developing the capacity for process management and expansion of individuals who analyze the organization in a process perspective. In addition to the diagnosis of the level of maturity provided to the sector, the model also provided prescriptions for improving the performance of its process management. The application of the Reference DIPAT maturity model was the basis for the comparison with the maturity of the management of Real DIPAT’s processes. This enabled the comparative analysis of critical improvement factors and their prescription in order of priority. In view of this comparison, the critical improvement capacities, when compared with Reference DIPAT, in order of priority, were: strategic alignment, culture and people. The information technology, methods and governance capabilities performed better at Real DIPAT when compared to Reference DIPAT. The proposed BPMMM proved to be efficient for measuring the maturity of the processes of the property divisions in the two federal public universities. In addition, the model was able to be applied to assess the current state of maturity of process management (descriptive purpose); for the identification of desirable levels of future maturity, providing guidelines for the implementation of improvements (prescriptive purpose); and for the comparative analysis between two sectors of different campuses (comparative purpose). Finally, this research contemplates both practical and managerial aspects, as well as theoretical and methodological aspects of process management; considering the construction of a prescriptive maturity model in process management with a multicriteria approach and proposal of prescriptions for continuous performance improvement. The model contributes to the analysis of the performance of processes, allowing their continuous improvement; it can be used in different processes, set of processes, sector and institutions, public or private, due to its flexibility. As a suggestion for future research involving the theme, the effective application of the model's prescriptions and measurement of results in the impact of the maturity level would be an important complement to the study. In addition, it is also suggested to apply the model in other sectors or institutions, both public and private, to test its effectiveness when applied in processes other than those in the property sector. R eferences R éférences R eferencias 1. AlShathry, O., (2016), Business process management: a maturity assessment of Saudi Arabian organizations, Business Process Manage- ment Journal, Vol. 22, No. 3, pp. 507-521. Doi: 10.1108/BPMJ-07-2015-0101. 2. Aragão, F. V., Chiroli, D. M. D. G., Zola, F. C., Aragão, E. V., Marinho, L. H. N., Correa, A. L. C., & Colmenero, J. C. (2023). SmartCitiesMaturity Model- A Multicriteria Approach. Sustainability, 15 (8), 6695. 3. Moizer, P. (2003), "Como a pesquisa acadêmica publicada pode informar as decisões políticas: o caso de rotação obrigatória de nomeações de auditoria", documento de trabalho, Leeds University Business School, University of Leeds, Leeds, 28 de março. 4. Aragão, F.V. (2020), Maturity model for smart cities: a multicriteria approach, thesis (PhD in Production 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 66 © 2023 Global Journals