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Business Process Management (BPM) Maturity Model captures the “as-is” condition of the organization’s Process Capabilities (PC). Once an organization has defined their “as-is” condition, they are the best positioned to establish their BPM roadmap. The organization can then clearly plot which of the thirty process capabilities they need to improve or enhance to deliver the most overall value to the organization. The analysis determined that particular PC’s are not mutually exclusive but rather, interrelates with other process capabilities to drive greater operational maturity in organizations. Thus, this research study aims to provide an analysis in the interrelationship of each process capabilities and leveraging it for the future state of the organization. Each process capability, in the BPM Maturity Model, is analysed by utilising a Dependency Matrix, a dynamic causal model that establishes the relationship between process capabilities. Authors compiled a lexical definition of process capabilities, in terms of what it means for it to be in a state of “achieved”. By utilising the lexicon, predecessors and successors of process capabilities were identified and captured in a matrix grid. The result of the research is an identification of interrelationships between Process Capabilities. A Dependency Matrix which represents the interrelationships and contains the Predecessor and Successor to measure the effort for each Process Capabilities. Furthermore, the dependencies among the capabilities will empower organizations implementing BPM Maturity Model by providing them with a richer understanding of where they need to invest their focuses when creating their roadmap.