PECULIARITIES OF THE BUSINESS PROCESS MANAGEMENT LIFECYCLE AT DIFFERENT MATURITY LEVELS: THE BANKING SECTOR'S CASE

This article analyses the concepts of the Business Process Management lifecycle and maturity. Depending on the author, a different level of detail and structure is distinguished within the cycle, but one that maintains the optimal structure size and has been developed by practitioners in the Business Process Management field is the Association of Business Process Management Professionals model. Numerous Business Process Management maturity models that evaluate one or more factors' dimensions are created, as the Rosemann and Bruin model has been chosen as a supporting model for this area, which allows not only to evaluate strengths and weaknesses of the current situation, but also to create improvement guidelines and make a comparison with other organizations or processes. In order to identify Business Process Management lifecycle and maturity models' dependability of features, an empirical research was carried out in Lithuania's commercial banks sector by conducting an anonymous survey of owners and participants of the main processes (sales, customer service, risk management, IT and quality control). The article reveals summarised Business Process Management maturity assessment results and an analysis of all participating banks. According to research data, the Business Process Management lifecycle and maturity models have been integrated, and guidelines for application of the models have been prepared using the continuous improvement concept. The article also covers the Business Process Management maturity house model created by the authors.