The Role of the Super User in Achieving Business Process Management Maturity

Laila Māra Rizoto-Vidala-Pesoa, Oksana Kuzņecova


Many process improvement initiatives and companies’ strategic projects do not have their benefits reached in its full potential for different reasons. First, there is a weak or inexistent understanding of the company’s level of Maturity in Business Process Management (BPM). Second, the organisation is not ready to deal with most “soft” aspects of process-related initiatives: change management, internalisation of new knowledge and people’s willingness to apply new solutions to everyday work. The paper presents two ways for the companies to resolve these issues. The first is a self-assessment model of BPM Maturity measurement, the model BPM 6×5 (6 by 5). The second is the concept of Super User role with an extended scope of work: it is not only support to the users of the system, but also a deep understanding of the process and knowledge management within the department.


Business process management; change management; business process management maturity; super user

Full Text:



P. Harmon, “The Process Management Gap,” BPTrends vol. 9, no. 21. December 13, 2011. [Online]. Available: process-management-gap

P. Harmon and C. Wolf, “The State of the BPM Market – 2014”, BPTrends. 2014. [Online]. Available: content/uploads/BPTrends-State-of-BPM-Survey-Report.pdf

S S. N. Nobrega, J. A. Oliveira and R. Rebouças, “Modelos de Maturidade de BPM: Um Estudo Qualitativo sob a Perspectiva de Especialistas (Alternative Title: BPM Maturity Models: A Qualitative Study under the Perspective of Specialists)”. XI Brazilian Symposium on Information System, Goiania, GO. May 26–29, 2015. [Online]. Available:

I. Nonaka and H. Takeuchi, The knowledge-creating company. New York, Oxford: Oxford University Press, 1995.

R. Paim and R. Flexa, “Process Governance: Definitions and framework, Part 1,” BPTrends. 2011. [Online]. Available: Process%20Governance-Def%20&%20Framework-Paim-Flexa%20reviewed%20v1.pdf

M. C. Paulk, C. V. Weber, B. Curtis, and M. B. Chrissis, The capability Maturity Model: Guidelines for Improving the software Process. Carnegie Mellon University, Software Engineering Institute, Addison-Wesley Publishing Company, Reading, Mass, 1995.

M. C. Paulk, C. V. Weber, B. Curtis and M. B. Chrissis, The Capability Maturity Model for Software. 1995. [Online]. Available:

L. M. Rizoto-Vidala-Pessoa, Mensuração do grau de maturidade em BPM – Proposta do Modelo 6×5 para Escritórios de Processos. Bachelor work in IBMEC faculty of Economy and finances, Rio de Janeiro, Brazil, 2012.

L. M. Rizoto-Vidala-Pesoa, The Super User role as a tool to progress in maturity in Business Process Management – a study case of Cabot Latvia. Master thesis, University of Latvia, 2017.

M. Rosemann, T. De Bruin and B. Power, “Maturidade de BPM”, 2015. [Online]. Available:

P. Senge, A. Kleiner, C. Roberts, R. Ross, G. Roth and B. Smith, The dance of change – a fifth discipline resource – The challenges to sustain momentum in learning organizations. Currency doubleday, 1999.

J. Siqueira, “O Modelo de Maturidade de Processos: como maximizar o retorno dos investimentos em melhoria da qualidade e produtividade”. [Online]. Available: Siqueira_Artigo_Modelo%20de%20Maturidade.pdf

P. Harmon, “The State of Business Process Management 2016”, BPTrends Report. 2016. [Online]. Available: bpt/wp-content/uploads/2015-BPT-Survey-Report.pdf

“PEX Network undertakes a State of the Industry 2013”. 2013. [Online]. Available: business-transformation/white-papers/2013-survey-results-process- excellence-state-of-the

K. Donald, Knowledge Management in Organizations – a critical introduction, 3rd edition. Oxford University Press, 2013.


  • There are currently no refbacks.

Copyright (c) 2017 Laila Māra Rizoto-Vidala-Pesoa, Oksana Kuzņecova

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.