Page 66, end of second paragraph - Change “as shown in 0” to “as shown in Figure 8.1” Page 67, 8.3, first paragraph - Change “is illustrated in 0” to “is illustrated in Figure 8.2” Page 72, 10.3, first paragraph: Change “(shown in 0)” to (shown in 10.1)” Page 79, 11.1, second paragraph: Change “Figure 4” to “Table 11.1” Page 79, 11.2, first paragraph: Change “shown in 0” to “shown in Figure 11.1” Page 81, 11.3, first paragraph: Change “shown in 0” to “shown in Figure 11.2” Page 82, 11.4, first paragraph: Change “shown in 0” to “shown in Figure 11.3” Page 83, 11.5, first paragraph: Change “shown in 0” to “shown in Figure 11.4” Page 479, Standard, Defined, and Managed Process Descriptions and Plans: Change “Refer to 0” to “Refer to Figure D.1”

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Page 276, for PSWM, InG – Replace “Integrated” with “Work”

Correction of process area name reference

Page 87, 12.1, last sentence: add “are” - “products and services that are provided or how the processes are implemented”

missing verb

Page 79, 11.1, first sentence: Change “There are 28 process areas in BPMM: 8 at maturity level 2, 9 at maturity level 3, 5 at maturity level 4, and 6 at maturity level 5.” to There are 30 process areas in BPMM: 9 at maturity level 2, 10 at maturity level 3, 5 at maturity level 4, and 6 at maturity level 5.Change to be accepted

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Page 38, for ORM SP 11 – delete second “of”

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Page 26, for WUPC SP 4, replace “activities is established and maintained” with “A work breakdown structure that partitions work assigned to a work unit into activities is established and maintained”

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Page 79, Table 11.1: Replace "Organizational Process and Product Innovation" with "Organizational Innovative Improvement"

Correction of process area name reference

Table on page 19: Replace "Organizational Process and Product Innovation" with "Organizational Innovative Improvement"

Correction of process area name reference

Page 69, 9.2, paragraph 2: Add after first sentence: “Creation of these Domain BPMMs are discussed in Annex C.” Page 70, paragraph 1 and 2: Delete. Page 70, 9.3: Delete entire sub-section: Page 79, 11.1: Delete second sentence Page 84 & 85, 11.6: Delete entire sub-section

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TYPO In the second paragraph, change: "Using there components..." to "Using these components..."

accepted

Page 41, for PSWM, InG – Replace “Integrated” with “Work”

Correction of process area name reference

Page 244, for ORM SP 11 – delete second “of”

Grammar - correct use of preposition

Page 81: Fix Figure 11.1 (broken on conversion)

typo

For consistency, use “The BPMM” or “the BPMM” instead of just “BPMM” (without the article). Revised Text: Perform a global search and intelligent replace of each instance where “BPMM” appears with out the preceding “The/the” – replace each of these with “The BPMM” or “the BPMM” as appropriate.

For consistency, use "The BPMM" or "the BPMM" instead of just "BPMM" (without the article).

Page 103, InP 4: Change ”The purpose of this practice is maintains visibility into the work performed and performs corrective actions when appropriate” to ”This practice ensures that management has appropriate visibility into the work performed and that, where possible and appropriate, corrective actions are performed to satisfy the plans and achieve the intended results

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Page 93, 12.10: Change “Guidelines for Organizational Change and Development (G-OCD)” to “Guidelines for Organizational Change Management (G-OCM)”

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Page 92, 12.7: Change three references for “Section 6” to “Section 13”

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Page 89, 12.4, fourth paragraph: add “for” – “Many organizations find that many of the BPMM process areas represent an appropriate structure for their process descriptions”

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Page 97, Figure 13.1: Change “Control the Process” to “Control Performance and Results” Page 97, Figure 13.1: Change “Objectively Assure Adherence” to “Objectively Assure Conformance”

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GRAMMAR: The first paragraph under SP 15 should read: "This practice ensures that the critical data and information for a work unit are collected, stored, managed, and disposed in a manner that satisfies the applicable laws, regulations,..."

Changed to: "This practice ensures that the work unit is aware of its critical data and information and that plans are in place to collect, store, manage, and dispose the data and information in a manner that satisfies the applicable laws, regulations, organizational policies, and other operational needs."

Question about SP9 Review Business Activities: “Review business activities” page 139 does not include any references to “development” as part of a product or service business activity. Only when you reach the configuration management section are there any references to development. i.e. on Page 179 Examples of configuration management control levels include - development control — configuration items that are being developed, prepared, or revised and that are under the control of the individuals performing the development, preparation, or revision….. and again for example on page 244 The reason for this process area at maturity level 3 is that control of the content of configuration items (critical work products) and CM product baselines are essential to support the end-to-end preparation, deployment, operation, supporting, and management of the organization’s products and services. Does OMG’s definition of preparation include development?

Agree with the issue. Resolution of this issue require changes to be made in a number of places in the BPMM - for consistency, not just in the places identified. And there are variants such as changing "preparing" to "developing and preparing."

Suggest change to the following paragraph: "In BPMM, the term "conformance" is used to refer to two concepts that are often considered to be separate and distinct: "conformance" and "conformance."" should be: "There are two forms of conformance: Externally imposed and internall imposed..."

This concept is addressed in several places in the BPMM and changes are needed in these places.
There does not seem to be agreement as to the distinction between "conformance" and "compliance" - even among people who vehemently insist there is a difference. Some uses the internal/external distinction, some uses the management-system/regulatory distinction, some uses the partial/full satisfaction of a requirement or standard distinction. Etc.
My resolution is to (1) state that some organizations find the distinction useful, but there is no universal agreement on the distinction; (2) define "conformance" to encompass the various aspects of the two; and (3) in the glossary the term "compliance" merely refers to "conformance."

In P3: "The purpose of this practice is maintains visibility into the work performed and performs corrective action when appropriate." should be "This practice maintains visibility into the work performed and performs corrective actions when appropriate." or something equivalent

Insert wording as "This practice ensures that management has appropriate visibility into the work performed, and corrective actions are performed to satisfy the plans and achieve the intended results.

Change name of SP9 from "SP 9 Review Business Activities" to "SP 9 Review Performance and Results of Business Activities"

Changed the wording, but not the way suggested (this is a title, not a sentence). It reads, "review business performance and results." Made the corresponding change to the practice-goal mapping.]

TYPO/GRAMMAR Should read: "Subpractices 1. Identify performance-related issues that inhibit achievement of the organization's business goals and strategies. 2. Identify and prioritize the performance contributions needed from each major business unit to help the organization achieve its business goals and strategies."

accept changes

TYPO In Activity 5, bullet 2, change: "Determine if any of the highly rank solutions..." to "Determine if any of the highly ranked solutions..."

accepted

Activity 4, Bullet 2, change: ". Define plans and procedures for how the measures will be collected, verified, and stored. Include something about frequency….." to "Define plans and procedures for how, and how frequently, the measures will be collected, verified, and stored."

See issue 11196 for disposition. This item is a duplicate

Add "training" to Work Unit Performance SP3 description: "The information, training and resources that individuals and workgroups within a work unit need to perform their work activities are obtained."

No change should be made - training is covered in INP 3, not SP 3.

Description for SP4 should be "A description of the activiies for the work unit is established and maintained."

Change to conform to BPMM structure:
"A work breakdown structure that partitions work assigned to a work unit into activities is established and maintained."

Activity 4, Bullet 2, change: ". Define plans and procedures for how the measures will be collected, verified, and stored. Include something about frequency….." to "Define plans and procedures for how, and how frequently, the measures will be collected, verified, and stored."

Changed to read (consistent with remainder of BPMM): Define plans and procedures for the collection, verification, and storage of the measures." (plans include schedules, etc.)

Change the last bullet under Subpractices #2 from "- information from other affected by the business activities" to "- information from other internal and external stakeholders affected by the business activities"

changed

TYPO: "Each process area practice consistes of a single sentence and a single concept. In some case..." should be "Each process area practice consistes of a single sentence and a single concept. In some cases..."

change made

GRAMMAR: Change Supractice 4 under SP2 from: "Provide guidance on facilitate..." to "Provide guidance to facilitate..."

changed

I have a number of general but critical issues with the proposed Weber/Curtis/Gardner BMI standard for business process maturity. They are listed below in no particular order. (1) Input seems to be mostly from technically oriented or software based companies. The whole thing has a technical/systems feel with implication of direct relationships with ERP/system implementation. BPM in a holistic sense is so much more than this but you wouldn't know it from the proposed model. (2) What consultation with un-related non-technical or software oriented companies and industry experts and practitioners has occurred during the development and consultation process? A number of indiviudals/companies that I have spoken to about the proposed model are less than impressed with the lack of consultation and feel that pertinent BPM issues are not addressed. (3) It does not seem to address fundamental issues in the BPM domain (from a business perspective). In part I think this arises from the inconsistent use of terminology and interpretation within the BPM domain but I can't see how any standard can be (meaningfully) introduced until such time as this fundamental issue that plagues the domain are addressed. Why don't we address the issue of terminology and interpretation first so that everyone is on the same page before muddying the waters further? (4) It is convoluted and difficult to digest. Therefore it is reasonable to think it would also be difficult and timeconsuming for a company to implement. I struggle to see how this will maintain relevance in a dynamic and constantly changing organisational environment. Certainly, some I have spoken to have been cynical that it is little more than a consulting based money making venture for those involved. (5) I do not think the proposed model even addresses (holistic) BPM very much at all. When reading some of the areas/descriptions I get the feeling that any functionally based/oriented company would answer yes to the questions and I find myself asking what does this add to existing management practices that is beneficial and distinguishing to "process management" as opposed to the "management of processes" which has always been what management is about anyway. (6) The whole prescriptive approach to BPM is questionable with some issues that are fundamental to (holistic) BPM being addressed only vaguely at levels 4 and 5. This seems to be a long time to spend trying to improve processes are managed only to find out they are not of strategic relevance anyway. (7) Whilst I can see the arguement "get something out there and work with it"...did the number of additional CMM's that were subsequently developed prior to being integrated in CMMI not teach us something about getting practical, business input from a range of sources? Sorry, I don't mean to sound negative but I get the feeling the whole process is being rushed through the OMG process and would ask why? Even the name of this form "Issues/Bug" reporting has a technical/systems feel to it

Definition of "Program" should include the fact that a "program" is prescriptive in nature, i.e., has some preset behavior. We recommend the definition of "Program" to be "A set of predefined tasks or activities performed to achieve a given purpose or a specified result."

change accepted