Evaluation of a Maturity Model for IT Dependability in Emergency Management

2012 ◽  
Vol 4 (1) ◽  
pp. 47-63
Author(s):  
Kim Weyns ◽  
Martin Höst
Keyword(s):  
Emergency Management ◽  
Case Studies ◽  
Process Improvement ◽  
Safety Management ◽  
It Management ◽  
Maturity Model ◽  
Strong Argument ◽  
Evaluation Plan ◽  
Management Processes

The IDEM3 maturity model is a process improvement framework that can be used by an organisation to assess and improve their IT dependability management processes. The framework focuses on the coordination of IT management and safety management within an organisation. In this paper, an evaluation plan for the maturity model is presented to evaluate its applicability, assessment accuracy, and practical value. Based on this plan, two evaluations were carried out in two case studies at two Swedish hospitals. The evaluations indicate that the IDEM3 maturity model can be a valuable tool for an organisation to quickly identify the main strengths and weaknesses of the organisation in the field of IT dependability management. Therefore, this study provides a strong argument for a further evaluation based on the developed evaluation plan.

scholarly journals ANALISIS DAN PENGUKURAN IT ALIGNMENT KASUS PADA PT. WILLIAM MAKMUR PERKASA

2014 ◽  
Vol 9 (2) ◽  
Author(s):  
Anneke Wangkar
Keyword(s):  
Information Technology ◽  
Free Trade ◽  
It Management ◽  
Maturity Model ◽  
It Alignment ◽  
Management Processes ◽  
Target Company ◽  
The Face ◽  
The Moment ◽  
Management Capabilities

Entering the era of information and free trade, the company requires a certain superiority in the face of competition nationally and internationally. For every company that strives to provide the best service facilities for customers via the accuracy, precision and effectiveness information. These things must be supported by the development of information technology at the moment. Therefore, the information technology department to evaluate the results of implementing the system using a Maturity Model of COBIT (Control Objectives for Information and related Technology). Maturity Model is a way to measure how well the progress of the company's IT management processes. These measurements by using scales or limits (0 to 5) as a practical example in determining the levels of IT management capabilities at every level of ability. From the company level can be compared with the target company and references COBIT Maturity Model and reality on the ground.

scholarly journals Gemini Principles-Based Digital Twin Maturity Model for Asset Management

2021 ◽  
Vol 13 (15) ◽  
pp. 8224
Author(s):  
Long Chen ◽  
Xiang Xie ◽  
Qiuchen Lu ◽  
Ajith Kumar Parlikad ◽  
Michael Pitt ◽  
...  
Keyword(s):  
Case Studies ◽  
Asset Management ◽  
Questionnaire Survey ◽  
New Technologies ◽  
Maturity Model ◽  
Maturity Models ◽  
Digital Twin ◽  
Project Level

Various maturity models have been developed for understanding the diffusion and implementation of new technologies/approaches. However, we find that existing maturity models fail to understand the implementation of emerging digital twin technique comprehensively and quantitatively. This research aims to develop an innovative maturity model for measuring digital twin maturity for asset management. This model is established based on Gemini Principles to form a systematic view of digital twin development and implementation. Within this maturity model, three main dimensions consisting of nine sub-dimensions have been defined firstly, which were further articulated by 27 rubrics. Then, a questionnaire survey with 40 experts involved is designed and conducted to examine these rubrics. This model is finally illustrated and validated by two case studies in Shanghai and Cambridge. The results show that the digital twin maturity model is effective to qualitatively evaluate and compare the maturity of digital twin implementation at the project level. It can also initiate the roadmap for improving the performance of digital twin supported asset management.

scholarly journals The Concept of Safety Management in the Electromobility Development Strategy

Energies ◽  
2021 ◽  
Vol 14 (9) ◽  
pp. 2482
Author(s):  
Katarzyna Chruzik ◽  
Marzena Graboń-Chałupczak
Keyword(s):  
Development Strategy ◽  
Safety Management ◽  
Service Providers ◽  
Safety Information ◽  
Road Transport ◽  
The European Union ◽  
Safety Standards ◽  
System A ◽  
Management Processes ◽  
Market Needs

Safety monitoring provides the detection of changes in systems or operations that may suggest any case of approaching a point close to exceeding the acceptable safety standards and indicates whether corrective/prevention actions have been taken. Safety information should be maintained within the scope of transport undertakings to ensure safety and be communicated to all responsible staff, depending on each person’s function in the processes. Regulatory authorities should continuously monitor the implementation of safety management processes and the processes performed by road transport service providers. Safety management, therefore, requires investment in development and modernisation to meet market needs resulting from the mobility of residents, the growth of transport, and the obligations of countries resulting from the transport and environmental policy pursued by the European Union. Along with changes in the transport system, a need to assess their significance for the transport system’s safety arises. Depending on the transport mode (rail, air, water, road), the scope of standardised requirements is quite different each time. The paper analyses the legal requirements and acceptable practices for assessing the significance of the change in all transport modes and develops a standard method for assessing the significance of the change that meets all the requirements of electromobility safety management systems.

Project, programme and portfolio maturity: a case study of Australian Federal Government

2014 ◽  
Vol 7 (2) ◽  
pp. 215-230 ◽  
Author(s):  
Michael Young ◽  
Raymond Young ◽  
Julio Romero Zapata
Keyword(s):  
Federal Government ◽  
Management Practices ◽  
Stakeholder Management ◽  
High Sensitivity ◽  
Development Planning ◽  
Government Agencies ◽  
Maturity Model ◽  
Australian Government ◽  
Content Type ◽  
Management Processes

Purpose – This paper aims to examine the notion of maturity assessment and maturity models more broadly and goes on to examine the findings from the assessments of project, programme and portfolio maturity undertaken across Australian Government agencies. Design/methodology/approach – A statistical analysis was performed to determine the level of maturity that best represents the Australian Federal Government agencies as a whole. The unit of analysis in this study is the agencies overall scores in each sub-model across the seven perspectives of the portfolio, programme and project management maturity model (P3M3) maturity model. Findings – This study has identified a number of interesting findings. First, the practices of project, programme and portfolio across the dataset practiced independently of each other. Second, benefits management and strategy alignment practices are generally poor across Australian Government agencies. Third, programme management practices are the most immature. Finally, the results showed a high sensitivity to the “generic attributes” of roles and responsibilities, experience, capability development, planning and estimating and scrutiny and review. Research limitations/implications – All data used in this analysis are secondary data collected from individual Australian Government agencies. The data were collected by accredited consultants following a common data collection method and using a standard template to ensure a consistent approach. Practical implications – The study poses some implications for practice, particularly given the context of Australian Federal Government agencies current plans and action to improve organisational maturity. The study suggests that benefits management processes at the project level and benefits management, governance and stakeholder management processes at the programme level should be an area of focus for improvement. Originality/value – This study is the first attempt to systematically review the data collected through such an assessment and in particular identify the findings and the implications at a whole of government level.

Implementing API RP 1173, Pipeline Safety Management Systems: Tools and Resources to Facilitate Industry Implementation

2018 ◽  
Author(s):  
Aaron Duke ◽  
Dave Murk ◽  
Bill Byrd ◽  
Stuart Saulters
Keyword(s):  
Program Implementation ◽  
Safety Management ◽  
Third Party ◽  
Management Systems ◽  
Maturity Model ◽  
Planning Tool ◽  
Evaluation Tool ◽  
Safety Management Systems ◽  
Implementation Tool ◽  
Pipeline Safety

Since the publication of API Recommended Practice (RP) 1173: Pipeline Safety Management Systems, in July 2015, the energy pipeline trade groups in North America (API, AOPL, AGA, INGAA, APGA and CEPA) have worked collaboratively to develop tools and programs to assist energy pipeline operators with the development and implementation of appropriate programs and processes. These resources include a Planning Tool, Implementation Tool and Evaluation Tool, as well as a Maturity Model that describes a continuum of implementation levels. The Planning Tool is used to compare an operator’s existing management system to the RP requirements and develop action plans and assign responsibilities to close gaps. It is intended to help operators achieve Level 1 maturity (develop a plan and begin work). The Implementation Tool is used to evaluate and summarize implementation status by question, element and overall, and helps track development of program implementation to Level 3 maturity. The Evaluation Tool plays two key roles addressing the conformity and effectiveness of the system. This tool is used to assess and report the level of conformity to the requirements, the “shall” statements, of the RP and possible Level 4 maturity. The Evaluation Tool also provides the means to appraise the effectiveness of an operator’s programs in achieving the objectives of the RP, asking the key question, “Is the system helping and driving improvement?” These resources can be supplemented by the voluntary third-party audit program developed by API and the Peer-to-Peer sharing 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 Assessing The Maturity Level Of Information Technology Management Process In A Romanian Company

2014 ◽  
Vol 18 (3) ◽  
pp. 201 ◽  
Author(s):  
Minodora Ursacescu
Keyword(s):  
Information Technology ◽  
Business Strategy ◽  
Practical Implication ◽  
It Management ◽  
Management Approach ◽  
Management Process ◽  
Maturity Model ◽  
Maturity Level ◽  
Capability Maturity ◽  
Functional Perspective

Since the 1990s, organizations have gradually become involved in the transformation of their information technology (IT) management process. In order to determine the direction of IT development in correlation with business needs, a consolidated management approach is imposed. This paper aims to provide a comprehensive assessment of the maturity level of IT management process in an organization. For this purpose, an empirical study in a Romanian public service company was done by using the benchmarking technique and Capability Maturity Model to describe the maturity level of IT management process. Four benchmarking classes, including a number of 24 benchmarks, were taken into account to focus on the main key issues - IT management strategy and IT planning; alignment of business strategy, IT strategy, organizational structure, and IT infrastructure; and information systems security management. The study reveals that the IT management process is mainly focused on technological dimension and less on the managerial one. It was observed that IT managers have a low awareness of managerial skills in planning, organizing, controlling, and leading the IT activities. Practical implication of the study presents two major issues: 1) on one hand, the need to approach a transversal vision in managing the IT process by aligning it to a complex set of choices, reflecting both a strategic and functional perspective and, 2) on the other hand, this study may be useful for managers looking to improve management of the IT department as well as the quality of their services. The study also indicates specific recommendations to refine the IT management process of Romanian companies.

scholarly journals A Business Process Model for IT Management Based on Enterprise Architecture

2014 ◽  
Vol 17 (2) ◽  
Author(s):  
Jonas Montilva ◽  
Judith Barrios ◽  
Isabel Besembel ◽  
William Montilva
Keyword(s):  
Business Process ◽  
Process Model ◽  
Information Technologies ◽  
Enterprise Architecture ◽  
Business Processes ◽  
It Management ◽  
Business Process Model ◽  
Business Alignment ◽  
Management Processes ◽  
Key Factor

The successful application of Information Technologies (IT) in an organization depends on the business processes used for managing such technologies. It is widely recognized that the use of the Enterprise Architecture (EA) practice for organizing these technologies into a framework is a key factor for achieving a better IT - business alignment. This article presents a business process model for the IT Management that can be used in medium and large organizations as a framework for modelling and analysing their IT management processes. The main difference between the described model and others found in the literature is that our model places EA concept at the centre of the organization of IT Management activities. It provides a better definition, organization and comprehension of the essential and support IT management activities. The described model is being used in several organizations as a referential framework to improve their current IT Management processes.

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