Information Process Maturity Model

2017 ◽  
Author(s):  
JoAnn T Hackos
Keyword(s):  
Maturity Model ◽  
Process Maturity ◽  
Information Process

scholarly journals Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

2019 ◽  
Vol 32 (2) ◽  
pp. 1-26
Author(s):  
Daniel Adrian Doss ◽  
Russ Henley ◽  
Qiuqi Hong ◽  
Trey Pickett
Keyword(s):  
Process Improvement ◽  
Ad Hoc ◽  
Service Marketing ◽  
Maturity Model ◽  
Maturity Level ◽  
Process Maturity ◽  
Capability Maturity ◽  
Product Marketing ◽  
Marketing Firms ◽  
First Maturity

Summary This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and sample were taken from a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of service marketing organizations versus product marketing organizations, the study showed a statistically significant difference (F(1, 304) = 4.03; p = 0.04; ω2 = 0.00) regarding the hypothesis representing the notion that processes were potentially sporadic, chaotic, and ad hoc. This notion corresponded to the first maturity level of the examined process maturity framework. With respect to the Likert-scale data representing the first maturity level, the successive means analysis showed that both service marketing firms (M = 2.99) and product marketing firms (M = 2.74) reported neutrality regarding whether processes were deemed sporadic, chaotic, and ad hoc. Thus, the respondents perceived no evidence of the first maturity level among the queried work settings. Future studies may examine different stratifications of marketing firms (e.g., for-profit versus non-profit; domestic versus international; and so on) to better explore the proposed advertising maturity model.

scholarly journals CSR Maturity in Polish Listed Companies: A Qualitative Diagnosis Based on a Progression Model

2019 ◽  
Vol 11 (6) ◽  
pp. 1736 ◽  
Author(s):  
Anna Witek-Crabb
Keyword(s):  
Free Market ◽  
Qualitative Content Analysis ◽  
Listed Companies ◽  
Maturity Model ◽  
Process Maturity ◽  
Progression Model ◽  
Strategic Csr ◽  
Corporate Social ◽  
Intensive Development ◽  
Intensive Growth

Transformation from a centrally planned economy to a market economy in 1989 created new challenges for the enterprises in Poland. Free market brought economic liberty, but also the need to take responsibility for the business’ impact on the environment. The last 20 years have brought intensive development of Corporate Social Responsibility (CSR) in Polish conditions: The institutional context supporting CSR has improved and so did the implementation of the CSR by the business. Intensive growth of CSR practices demands a reflection on the effectiveness of the implementation. This study’s contribution is a comprehensive diagnosis of CSR maturity of the enterprises in Poland using a conceptual CSR maturity model. The model is comprised of three perspectives: CSR process maturity, CSR formal maturity and CSR developmental maturity. CSR practices of 93 listed companies from nine industries were studied in 2016–2017. A qualitative content analysis of the enterprises websites was used as the method of study. The main finding was that the level of CSR practices of the enterprises in Poland is still rather low. Forty-seven percent of the enterprises implement incidental CSR, 30% tactical CSR and 23% apply strategic CSR. CSR maturity level is company size- and industry-dependent.

Organizational Cognition in the Industrial Case Study

2010 ◽  
pp. 122-132
Author(s):  
Farley Simon Nobre ◽  
Andrew M. Tobias ◽  
David S. Walker
Keyword(s):  
Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Process Maturity ◽  
Industrial Case Study ◽  
Organizational Cognition ◽  
Capability Maturity ◽  
Organization Process ◽  
And Performance

This chapter is concerned with the implementation of The Capability Maturity Model in the organization of study. In this application, we define measures of organization process improvement and we propose correlations between them and organizational cognition. Among these measures are included organization process maturity, capability, and performance. Therefore, we define correlations between organizational cognition and organization process maturity, and also between organizational cognition and organization process capability and performance. From such correlations, we also define an association between organizational cognition and organizational learning. Hence, we outline new directions to the development of approaches to assess, to evaluate and to measure the degree of organizational cognition from appraisal methods of The Capability Maturity Model and of other organization process improvement models. Moreover, Chapter IX is complemented by Appendix I which summarizes concepts and characteristics about the five maturity levels of The Capability Maturity Model.

scholarly journals Choosing the right business process maturity model

2013 ◽  
Vol 50 (7) ◽  
pp. 466-488 ◽  
Author(s):  
Amy Van Looy ◽  
Manu De Backer ◽  
Geert Poels ◽  
Monique Snoeck
Keyword(s):  
Business Process ◽  
Maturity Model ◽  
Process Maturity ◽  
The Right ◽  
Business Process Maturity

scholarly journals Bedeutung des Prozessreifegrads für die Patientenorientierung im Gesundheitswesen

2019 ◽  
Vol 25 (01) ◽  
pp. 37-42
Author(s):  
Yevgen Bogodistov ◽  
Jürgen Moormann ◽  
Rainer Sibbel ◽  
Oleksandr Krupskyi ◽  
Moritz von Hanstein ◽  
...  
Keyword(s):  
Business Process ◽  
Maturity Model ◽  
Process Maturity ◽  
Business Process Maturity

Zusammenfassung Zielsetzung Eine gute Organisation der internen Prozesse ist für ein funktionierendes Gesundheitswesen essenziell. Von besonderer Bedeutung ist der Prozess der Behandlung und Interaktion mit den Patienten, da die Wahrnehmung von Behandlung und Interaktion in einem direkten Zusammenhang mit der Patientenzufriedenheit steht. Letztere hat einen großen Einfluss auf die Gesundung der Patienten. Welche Auswirkungen der Reifegrad des Behandlungs- und Interaktionsprozesses auf die Patientenorientierung hat, wird am Beispiel einer umfangreichen Befragung von Krankenhausmanagern in der Ukraine untersucht. Methodik Die Analyse basiert auf einer empirischen Erhebung, die bei Chefärzten und deren Stellvertretern in einer ukrainischen Großstadt, die als Modell-Stadt einer umfassenden Gesundheitsreform fungiert, durchgeführt wurde. Anhand des Business Process Maturity Model (BPMM) haben wir unsere Hypothese, dass ein hoher Prozessreifegrad zu einem hohen Maß an Patientenorientierung führt, getestet. Dazu haben wir eine Methode zur Messung des Prozessreifegrads entwickelt und diese auf Validität und Reliabilität geprüft. An der Befragung haben 79 Chefärzte und Stellvertreter teilgenommen, die alle öffentlichen Gesundheitseinrichtungen der Stadt (Krankenhäuser, Familienärztehäuser etc.) repräsentieren. Ergebnisse Die Untersuchung zeigt einen klaren Zusammenhang zwischen der Reife des Behandlungs- und Interaktionsprozesses und dem Grad der Patientenorientierung der jeweiligen Gesundheitseinrichtung. Die Varianz, die durch die unabhängige Variable Prozessreifegrad erklärt wird, liegt bei 16,3 %. Alle formativen Dimensionen zeigen einen stark signifikanten Einfluss auf das Konstrukt „Patientenorientierung”. Der Reifegrad des Behandlungs- und Interaktionsprozesses weist ebenfalls einen stark signifikanten Einfluss auf die Patientenorientierung auf. Schlussfolgerung Für Gesundheitseinrichtungen ist es von großer Bedeutung, einen hohen Reifegrad des Behandlungs- und Interaktionsprozesses zu erreichen, um damit dem Anspruch von Patientenorientierung gerecht werden zu können. Die Reife des Prozesses kann mit dem im Rahmen dieser Studie entwickelten Fragebogen getestet werden.

An exploration of green business process maturity based on ecolabels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dries Couckuyt ◽  
Amy Van Looy
Keyword(s):  
Business Process ◽  
Management Practices ◽  
Business Processes ◽  
Ecological Impact ◽  
Maturity Model ◽  
Process Maturity ◽  
Content Type ◽  
Green Business ◽  
Four Levels ◽  
Business Process Maturity

PurposeThe discipline of business process management (BPM) is challenged by investigating how work is performed in organizations while simultaneously recognizing preeminent environmental issues. Although organizations have become more open to the ecological impact of business processes through Green BPM, research in this field and guidance for practitioners remains relatively limited. Therefore, this study aims to extend and translate the conventional perspective on business process maturity towards green business process maturity levels.Design/methodology/approachThe authors bridged product-focussed and process-focussed environmental management practices by surveying ecolabels against theoretical capability areas for business process maturity. Since ecolabels are instruments to develop environmental-friendly products and services, the authors looked at the underlying processes to produce such green outcomes. By surveying 89 ecolabel organizations, the authors had indirectly access to an international set of companies, operating in distinct industries and producing a wide variety of green products and services.FindingsThe authors statistically uncovered a classification of four groups of ecolabels based on the process capabilities, each representing a distinct green business process maturity level. The four levels are “Green BP immaturity”, “Green BPL maturity”, “Green BPM maturity” and “Green BPO maturity” and align with well-established concepts in the business process literature and profession.Originality/valueScholars are encouraged to elaborate on the identified maturity levels in order to build and test a green business process maturity model, whereas practitioner-related advice is provided based on possible green business process maturity journeys towards excellence.

Calculating Project Management's Return on Investment

2000 ◽  
Vol 31 (2) ◽  
pp. 38-47 ◽  
Author(s):  
Young H. Kwak ◽  
C. William Ibbs
Keyword(s):  
Project Management ◽  
Return On Investment ◽  
Government Agencies ◽  
Maturity Model ◽  
Process Maturity

This paper describes a procedure that can help managers measure their return on investment for project management (PM/ROI). Current PM processes and practices of 38 different companies and government agencies in 4 different industries or application areas were quantitatively examined. A PM benchmarking procedure was developed and used to assess the PM process maturity of these different organizations. A 5-level Berkeley PM process maturity model is introduced. This information is used to measure the relative sophistication and maturity of different organizations and industries.

Asset maintenance maturity model: structured guide to maintenance process maturity

2015 ◽  
Vol 2 (2) ◽  
pp. 119 ◽  
Author(s):  
Peter Chemweno ◽  
Liliane Pintelon ◽  
Adriaan Van Horenbeek ◽  
Peter N. Muchiri
Keyword(s):  
Maturity Model ◽  
Process Maturity ◽  
Maintenance Process
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