BACKGROUND AND CONCEPTUAL DEVELOPME

BACKGROUND AND CONCEPTUAL DEVELOPMENT
Progressive Maturity ModelsAmong the popular manifestations of process manage-ment are performance excellence models such as the Baldrige Criteria for Performance Excellence (CPE) (NIST 2011). The CPE is composed of six categories of organizational processes: Leadership; Strategic Planning; Customer Focus; Measurement, Analysis, and Knowledge Management; Workforce Focus; and Operations Focus. These processes are specified as driving multidimen-sional organizational performance results.The CPE proposes that processes in these cat-egories must be managed to high degrees of maturity, defined as the extent to which processes are clarified, measured, controlled, and improved (Van Looy, De Backer, and Poels 2011), in order to achieve high performance. Similar to other maturity models (for example, Hammer 2007; Paulk, Weber, and Curtis 1995), the maturity model specified by the CPE sug-gests that maturity progresses through various phases as process management advances toward a repeatable, integrated, responsive ideal. The CPE describes the pro-gression of maturity in four phases (NIST 2011, 65). In the first, or reactionary, phase, systematic processes are virtually non-existent; and operations are characterized by activities with poorly defined goals that are largely responsive to immediate needs or problems. The second phase occurs when processes begin to display some repeatability, evaluation, and improvement, with early coordination among organizational units. Goals are locally defined with little strategic connection to other work units. In the third phase, one begins to see pro-cesses aligned with each other and with strategic and operational goals. They are repeatable and regularly evaluated for improvement, with significant coordina-tion among organizational units. The fourth, most mature phase is characterized by repeatable processes that are not only regularly evaluated for change and improvement in collaboration with other units, but also achieve and share cross-unit efficiencies, and mea-sure progress on key strategic and operational goals.

Results (Indonesian) 1:

LATAR BELAKANG DAN PENGEMBANGAN KONSEPTUALProgressive Maturity ModelsAmong the popular manifestations of process manage-ment are performance excellence models such as the Baldrige Criteria for Performance Excellence (CPE) (NIST 2011). The CPE is composed of six categories of organizational processes: Leadership; Strategic Planning; Customer Focus; Measurement, Analysis, and Knowledge Management; Workforce Focus; and Operations Focus. These processes are specified as driving multidimen-sional organizational performance results.The CPE proposes that processes in these cat-egories must be managed to high degrees of maturity, defined as the extent to which processes are clarified, measured, controlled, and improved (Van Looy, De Backer, and Poels 2011), in order to achieve high performance. Similar to other maturity models (for example, Hammer 2007; Paulk, Weber, and Curtis 1995), the maturity model specified by the CPE sug-gests that maturity progresses through various phases as process management advances toward a repeatable, integrated, responsive ideal. The CPE describes the pro-gression of maturity in four phases (NIST 2011, 65). In the first, or reactionary, phase, systematic processes are virtually non-existent; and operations are characterized by activities with poorly defined goals that are largely responsive to immediate needs or problems. The second phase occurs when processes begin to display some repeatability, evaluation, and improvement, with early coordination among organizational units. Goals are locally defined with little strategic connection to other work units. In the third phase, one begins to see pro-cesses aligned with each other and with strategic and operational goals. They are repeatable and regularly evaluated for improvement, with significant coordina-tion among organizational units. The fourth, most mature phase is characterized by repeatable processes that are not only regularly evaluated for change and improvement in collaboration with other units, but also achieve and share cross-unit efficiencies, and mea-sure progress on key strategic and operational goals.

Results (Indonesian) 2:

LATAR BELAKANG DAN PENGEMBANGAN KONSEP
Progressive Kematangan ModelsAmong manifestasi populer proses mengelola-ment model keunggulan kinerja seperti Kriteria Baldrige untuk Keunggulan Kinerja (CPE) (NIST 2011). CPE terdiri dari enam kategori proses organisasi: Kepemimpinan; Perencanaan strategis; Fokus pelanggan; Pengukuran, Analisis, dan Manajemen Pengetahuan; Tenaga Kerja Focus; dan Operasi Focus. Proses ini ditetapkan sebagai mengemudi multidimen-sional organisasi kinerja results.The CPE mengusulkan bahwa proses dalam kucing-egories ini harus berhasil derajat kematangan yang tinggi, yang didefinisikan sebagai sejauh mana proses yang diklarifikasi, diukur, dikendalikan, dan ditingkatkan (Van Looy, De Backer, dan Poels 2011), untuk mencapai kinerja yang tinggi. Mirip dengan model jatuh tempo lainnya (misalnya, Hammer 2007; Paulk, Weber, dan Curtis 1995), model jatuh tempo yang ditentukan oleh CPE sug-gests bahwa kedewasaan berlangsung melalui berbagai tahapan sebagai manajemen proses kemajuan menuju berulang, terintegrasi, responsif ideal. CPE menggambarkan pro-gression kematangan dalam empat fase (NIST 2011, 65). Pada bagian pertama, atau reaksioner, fase, proses sistematis yang hampir tidak ada; dan operasi ditandai dengan kegiatan dengan tujuan yang ditetapkan buruk yang sebagian besar responsif terhadap kebutuhan mendesak atau masalah. Tahap kedua terjadi ketika proses mulai menampilkan beberapa pengulangan, evaluasi, dan perbaikan, dengan koordinasi awal antara unit-unit organisasi. Tujuan secara lokal ditetapkan dengan sedikit koneksi strategis untuk unit kerja lainnya. Pada tahap ketiga, orang mulai melihat pro-cesses selaras satu sama lain dan dengan tujuan strategis dan operasional. Mereka berulang dan teratur dievaluasi untuk perbaikan, dengan signifikan berkoordinasi-tion antar unit organisasi. Keempat, fase paling matang ditandai dengan proses berulang yang tidak hanya teratur dievaluasi untuk perubahan dan perbaikan bekerja sama dengan unit lain, tetapi juga mencapai dan berbagi lintas unit efisiensi, dan kemajuan mea-yakin pada tujuan strategis dan operasional kunci.