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

maturity model, Information and Management , Vol. 50 No. 7, pp. 466-488. Doi:10.1016/j.im.2013. 06.002. 27. van Looy, A. (2019), Capabilities for managing business processes: a measurement instrument, Business Process Management Journal, Vol.26, No. 1, pp. 287–311. doi:10.1108/BPMJ-06-2018-0157. 28. Zeleny, M. (1976). The attribute-dynamic attitude model (Adam), Management Science , Vol. 23, No. 1, pp. 1-107. DOI: 10.1287/mnsc.23.1.12. 29. Zola, F. C., Colmenero, J. C., Aragão, F.V., Rodrigues, T. and B. A. Jr. (2019), Multicriterial model for selecting a charcoal kiln, Energy , Vol. 190, article 116370. Doi: 10.1016/j.energy.2019.116377. Appendix 1: Questions of the Proposed Model STRATEGIC ALIGNMENT Results Indicators/Metrics The processes are measured to monitor their performance and are aligned between the sector's operational and strategic team. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Process Improvement Plans The process improvement plans are part of a strategic sector cycle. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Interested Parts The processes are modeled after the expectations of all interested parties. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Communication Between the Parties to the Process The management is integrated with the sector and the improvement plans are defined together with the process executors. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) GOVERNANCE Decision-Making Strategies and action plans are discussed for critical sector processes. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Responsibilities and Duties People have responsibilities in assuming roles, they have autonomy to act and the leadership shares responsibility in the performance of processes. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Process Model The sector's processes are modeled, extended to other interested parties and used for the development of strategies. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Process Management Control The sector's processes are formally controlled and continuously reviewed. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) METHODS Purpose of the Processes The processes are designed to fit with other processes in order to optimize performance across sectors and/or departments. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Process Design 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 68 © 2023 Global Journals