Information Process Maturity Model

Petroleum companies increasingly recognize the importance of the cultural aspects of health and safety management. This is due in part to the conclusion that a poor safety culture contributed to a number of disasters. Many Petroleum companies have measured their safety culture in order to identify improvements. Questionnaires are commonly used, as they are an efficient method to collect large data sets that can be analyzed statistically. Unfortunately, safety culture surveys have limitations; for example, they provide little assistance in identifying interventions to address areas of concern. A potential solution to this limitation is the use of a maturity or evolutionary framework. In the UK the offshore oil industry and the Health and Safety Executive commissioned a study to develop a health and safety maturity framework1. The study produced a cultural maturity model based on capability maturity models used in the software industry. This framework is similar to Westrum's three level safety maturity model2. These and other models were used as the basis of a Canadian cultural maturity model. This model consists of 5 levels of maturity (Documenting, Controlling, Engaging, Participating and Institutionalizing) and 10 elements. This paper describes the development of the model and the results of a cultural maturity project conducted in Petro-Canada's East Coast Operations.

IQM-CMM: A Framework for Assessing Organizational Information Quality Management Capability Maturity

Introduction: A Capability Maturity Model (CMM) was developed and adapted for Multidisciplinary Nutritional Therapy Teams (MNTs) in the Brazilian hospital context, aiming to provide a structured tool for organizational assessment and development. Methods: The model was developed by a group of 7 experts using the competency-based maturity model in seven stages: 1) review of guidelines and related documents, 2) identification of relevant processes related to nutritional therapy, 3) categorization by thematic domains, 4) determination of maturity levels, 5) critical review and implementation of improvements, 6) finalization of the model and 7) elaboration of a checklist model-based verification. The development took place between the months of July and December 2024. Results: The model was developed with six maturity levels (non-existent, incipient, managed, defined, quantitatively managed and optimized), covering 60 key processes distributed between stages 0 to 5, distributed over 6 domains (administrative, standards and guidelines, resources, education and training, research and development, information management). For each domain, from 1 to 4 requirements were established for maturity level progression, making a total of 39 requirements. An evaluation matrix was developed covering six fundamental domains (Administrative, Care, Resources, Education and Training, Research and Development, and Information Management) and six progressive levels of maturity (0 - non-existent to 5 - optimized). For each domain-level intersection, objective evaluation criteria were established. A structured check sheet was created for practical application, with a specific scoring system. Conclusion: A new model for the evaluation of the MNT was proposed based on the competency maturity model. The tool can be used as a complementary tool to other methods for assessing the competence maturity level of MNTs.

PurposeThe purpose of this paper is to report the production of the key process areas (KPAs) for an e‐capability maturity model for construction organisations, based on drivers and barriers to e‐procurement.Design/methodology/approachPrevious researchers have recognised the positive consequences of possessing a model to sustain the embedment of any business process within an organisation. The capability maturity model progressed into one of the most internationally recognised since the release of the Software Capability Maturity Model (CMM) in 1991. Since then, many CMMs have been developed. This paper reports on how a CMM based on drivers and barriers to e‐procurement identified in Eadie et al. can be developed to form the KPAs in the formation of a model to gauge the maturity of an organisation in relation to e‐procurement.FindingsIt was found that factor analysis could be used as a data reduction technique to reduce the 20 drivers and 32 barriers identified as being applicable to e‐procurement in construction, to 12 KPAs: Quality management system; Cost management system; Intergroup coordination; Time management system; Operational analysis; Organisational change management system; Integrated teaming; Governance management system; Requirements development; Knowledge management system; Integration management system; and Organisational environment.Originality/valueThis paper provides particulars of a research project which uses factor analysis to produce a set of KPAs from the drivers and barriers identified in Eadie et al. These KPAs are then subjected to a mapping process linking them to maturity levels to develop a CMM to analyse the e‐procurement capability of construction organisations. This mapping will be reported in a later paper. This e‐readiness of organisations will indicate the current state of a construction organisation in terms of its readiness to carry out e‐procurement. The paper describes in detail the identification of the KPAs.

Developing maturity levels for flood resilience of businesses using built environment flood resilience capability areas

The Software Engineering Institute's Softwares Process Maturity Model was developed to provide a basis for assessing an organization's ability to perform software engineering activities. It also provides a guide for improving an organization's software engineering capability. The maturity model was designed on the basis of concepts associated with developing new, large, complex systems. This has led to difficulties in applying the model to organizations involved entirely in software maintenance. The author addresses the tailoring issues encountered in applying the software maturity model to a large maintenance organization at Paramax Space Systems Operation. It is concluded that the issues that arise when the Capability Maturity Model is applied to a software sustaining engineering organization are significant but do not prohibit the use of the model as a guide for software process improvement. Issues mainly arise with the treatment requirements and differences in project management needs. The primary tailoring issues are ones of wording as opposed to applicability to maintenance activities. >

work of W. Edwards Deming has convinced industry that must first measure quality and then emphasise process to improve quality. In response to Deming's arguments and in light of perception that software industry is unable to produce quality products on schedule, and within budget, more software development organisations are now emphasising process measurement, monitoring, and assessment. This paper describes what is meant by software process and discusses an approach for its measurement and improvement. INTRODUCTION Unreliable software makes big news, from emergency services disasters to social security payment blunders. Improved software quality is essential to ensure reliable products and services, and gain customer satisfaction. While software development has existed for more than four decades, we failed so far to make as an industry and as an engineering discipline rather than craft. Developing reliable and usable software that is delivered on and within budget still represents difficult endeavour for many organisations. As role of software becomes increasingly critical for businesses as well as for human lives, problems caused by software products that are late, over budget, or that do not work, become magnified. If lives are lost or people inconvenienced due to incapable computer software, news media is there to make big stories. Organisations are realising that their fundamental problems is immaturity of their software process. Robert Lai (1993) proposes that process improvement is second maturity wave of software industry. He states that the first wave of software was developed using waterfall model in 1970's. Today we are Transactions on Information and Communications Technologies vol 8, © 1994 WIT Press, www.witpress.com, ISSN 1743-3517 216 Software Management in midst of second wave maturity movement as we attempt to formally define development process and best ways to continuously improve it (Lai 1993). Taking lead in this area has been Watts Humphrey (Humphrey 1989, 1990, 1991), and Software Engineering Institute (SEI) at Carnegie Mellon University. SEI started in 1986 to develop process maturity framework to help organisations appraise maturity of their software process, and to provide guidance for organisations to improve their software process capability. A brief description of framework was released in September 1987, including maturity questionnaire. SEI evolved model and questionnaire into 5 -Level Capability Maturity Model (CMM) in 1991. In February 1993, released CMM version 1.1 (Paulk et al 1993). This paper discusses software process and describes capability maturity model (CMM). It also shows how CMM can be used as basis to measure maturity of software process of an organisation and plan its improvement. SOFTWARE QUALITY AND PROCESS IMPROVEMENT In his book Quality is Free Phil Crosby states that: Quality is free. It is not gift, is free. What cost money are unqualify of things all actions that involve not doing jobs right first time (Crosby 1980). If such statement is true for many disciplines, is particularly true for evidence is abundant in number of software products which exceeded their budget, were produced late, failed to satisfy user requirements, and are full of bugs. demand for improved software quality is increasing to ensure reliable products and services. benefits of improved quality comes in form of reduction in failure costs. For software projects failure costs include (DTI 1992): • costs of correcting defects, both before and after delivery • overruns against and budget • unnecessary high maintenance costs • indirect costs which users incur due to poor quality software link between process maturity and software quality is expressed in premise that The quality of software system is governed by quality of process used to develop and maintain it. One stumbling block to improving software quality seems to be that not enough attention is paid to overall development process itself. While software professionals typically devote their to developing, testing or documenting software products, no one has prime responsibility for improving software process. Experience has shown that if Transactions on Information and Communications Technologies vol 8, © 1994 WIT Press, www.witpress.com, ISSN 1743-3517 Managing Systems 217 no one is working on software process, orderly improvement is unlikely. process certainly won't improve itself, rather, most likely, will deteriorate over time. Continuous improvement can occur only if process infrastructure is in place. Watts Humphrey argues in an early article published in Datamation, April 1989 that: Without work on process, there will be little or no progress in improving software. THE SOFTWARE PROCESS Adopting process view of software development represents revolutionary change in perspective. A process orientation to software development involves elements of structure, focus, measurement, ownership, skills, and supporting technology. In this section we investigate what is meant by software process. What Is Software Process According to Webster's dictionary, process is a system of operations in producing something .. series of actions, changes, or functions that achieve an end result. Chambers Concise Dictionary defines process as a series of actions or events .. sequence of operations or changes undergone. IEEE defines process as a sequence of steps performed for given purpose. In general business context, process is defined as a structured, measured set of activities designed to produce specified output for particular customer or market (Davenport 1993). These definitions put strong emphasis on HOW work is done, in contrast to product focus's emphasis on WHAT. Accordingly, process can be considered as a specific ordering of work activities across and place, with beginning, an end, and clearly identified inputs and outputs: structure for action. In this paper we will adopt following definitions quoted in (Humphrey 1990, Paulk et al 1993) are intended to encompass software throughout its life, which covers new development, enhancement, and repair. software process is The set of activities, methods, and practices used in production and evolution of software. software engineering process is The total set of software engineering activities needed to transform user's requirements into software. Transactions on Information and Communications Technologies vol 8, © 1994 WIT Press, www.witpress.com, ISSN 1743-3517 218 Software Management People and Software Process Software development is still people-intensive activity. Talented people are most important element in any software organisation. Even if you get best people available, if they do not follow common process, if everyone wrote in different programming languages, used different conventions, or didn't co-ordinate their design and code changes with their peers, results will be chaos. Successful software organisations have learned that even best professionals need structured and disciplined environment in which to do cooperative work. Software organisations that do not establish such disciplines condemn their people to endless hours of repetitively solving technically trivial problems. obvious fact is that attracting best people is vital, but is also essential to support them with an effectively managed software process. Technology and Software Process Another myth is widespread belief that some technologically advanced tool or method will provide magic answer to software crisis. This is not only wrong, but is dangerous. Organisations which jumped on bandwagon of CASE tools, and ended up in failure and wasted and effort have learned their lesson hard way. Just ask yourself before introducing technology: What do I want to automate? In absence of defined, practised, and managed process, introducing automation can lead to increased chaos. There are several factors which limit effective use of software technology: an illdefined process, inconsistent process implementation, and poor process management. Software technology cannot be fully effective until these problems have been properly addressed. Need for Defined Process If no effort is made to define and enhance software development process across whole organisation, each software development project latches on to its own tools, methods, and practices with little guidance available on how to use them. This ad hoc approach will not be sufficient to tackle task of developing complex software systems. goal of software process management is to enable organisations to produce software that meets cost, schedules, and quality objectives. principles are same that underpins statistical process control-principles that have been successfully used in controlling scientific experiments and in high -volume manufacturing operations. Statistical concepts have been found to be just as applicable to software development as they are to production of manufactured goods such as motor cars. Applying such concepts will only be possible if there is defined and managed process. Software Process Models Transactions on Information and Communications Technologies vol 8, © 1994 WIT Press, www.witpress.com, ISSN 1743-3517

Capability maturity models have been used to assess and guide process improvement initiatives for everything from software development to systems engineering, product acquisition, team management and information security to name a few. These models are based on process improvement and provide a framework to guide and measure the implementation and improvement of processes. In all of these models, the higher the level an organisation is assessed, the better (in theory) the organisation is at defining, assessing and improving their process capability This paper proposes a unique process maturity model for assessing the capability and maturity of processes that affect Information Security Management System (ISMS) within an organisation. The model describes nine levels of process maturity, four of which are below the existing five levels defined in most popular models.

The subject of the study is the managerial, organizational, economic, and strategic aspects of the digital transformation of oil and gas companies in the context of the development and implementation of artificial intelligence technologies. The focus is on the processes of forming and implementing key pathways of digital transformation, including technological solutions, organizational and managerial changes, business process transformation, and the integration of digital initiatives into the strategic management system. The research aims to analyze the mechanisms of utilizing artificial intelligence technologies to support managerial decisions, as well as to identify the relationships between the level of digital maturity of companies, the quality of management, and the sustainability of their development. Special attention is given to the systematic nature of digital transformation and to the conditions under which the implementation of intelligent technologies ensures a sustainable economic and managerial effect in the oil and gas industry. The methodological framework of the research consists of systemic and structural-logical approaches, methods of analysis and synthesis, as well as comparative analysis of practices in digitization and implementation of artificial intelligence technologies in oil and gas companies. The scientific novelty of the research lies in the development and justification of a comprehensive approach to analyze the digital transformation of oil and gas companies under the conditions of developing artificial intelligence technologies. Unlike existing studies, which predominantly emphasize the technological aspects of implementing digital solutions, this work considers digital transformation as a multi-level managerial process. A systematization of the pathways of digital transformation is proposed, including technological, organizational-managerial, business process, and strategic levels, as well as revealing their interconnections and complementary nature. Special attention is given to the role of artificial intelligence as a tool for supporting managerial decisions and as a factor in transforming strategic management mechanisms. The research concludes that the effectiveness of digital transformation in oil and gas companies is determined not by the scale of the implementation of individual digital technologies but by the degree of their integration into the management system and strategic development. It has been established that the application of artificial intelligence technologies requires simultaneous changes in organizational structure, managerial processes, and business models. It has been proven that only the comprehensive and coordinated implementation of all pathways of digital transformation allows for increased manageability, adaptability, and sustainability of oil and gas companies in conditions of high technological and market uncertainty.

The European software industry has become accustomed to the application of quality management systems (QMS) based on ISO 9000 as a strategy for software quality improvement. The Capability Maturity Model (CMM) has not seen widespread use within Europe Precisely because the CMM appears impressive in its usefulness it is worth examining its strengths and weaknesses so that we can assess its likely impact on the European software industry. The paper summarises the fundamental weaknesses of the CMM and also considers the benefits the CMM has to offer to existing ISO certified organisations. Conversely, we highlight the lack of attention to detail in the CMM to issues which are addressed in the ISO standard. We also assess the likely impact of Spice and Bootstrap, the European alternatives to the CMM.

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With the development of society, market competition becomes increasingly fierce, companieswant to achieve stable development and efficient profits, strengthen its internal managementand cost control are important measures to enhance the economic efficiency of enterprises. In business management and cost control, statistical work plays an important role, which cannot only reduce the operating costs in enterprise management, clarify receipts and disbursements of enterprise, while also has an important significance for improving enterprise management and cost control quality, and promoting the healthy development of enterprises. This study analyzes the development cost control situation of enterprise, the application of statistics in business management and cost control, and finally with examples to have detailed in-depth analysis of the statistical applications in business management and cost control, for reference.

In order to improve transparency and stabilise health care costs, several countries have decided to reform their healthcare system on the basis of diagnosis-related groups (DRG). DRGs are not only used for classifying medical treatments, but also for case-based reimbursement, hence induce active competition among hospitals, forcing them to become more efficient and effective. In consequence, hospitals are investing considerably in process orientation and management. However, to date there is neither a consensus on what capabilities hospitals need to acquire for becoming process-oriented, nor a general agreement on the sequence of development stages they have to traverse. To this end, this study proposes an empirically grounded conceptualisation of process management capabilities and presents a staged capability maturity model algorithmically derived on the basis of empirical data from 129 acute somatic hospitals in Switzerland. The five capability maturity levels start with ‘encouragement of process orientation’ (level 1), ‘case-by-case handling’ (level 2), and ‘defined processes’ (level 3). Ultimately, hospitals can reach the levels ‘occasional corrective action’ (level 4) and ‘closed loop improvement’ (level 5). The empirically derived model reveals why existing, generic capability maturity models for process management are not applicable in the hospitals context: their comparatively high complexity on the one hand and their strong focus on topics like an adequate IT integration and process automation on the other make them inadequate for solving the problems felt in the hospital sector, which are primarily of cultural and structural nature. We deem the proposed capability maturity model capable to overcome these shortcomings.

Purpose There are many challenges in the development of a digital library (DL) and their complexity can be approached effectively with a maturity model. In a maturity model, the features of a phenomenon are divided into different levels and at each level, they are first improved before going on to the improvement or realization of the next level. The purpose of this study is to design a digital library maturity model (DLMM) in Iran. Design/methodology/approach The DLMM was designed using a qualitative approach, meta-synthesis and the Delphi technique. First, the maturity features of a DL were identified by assessing 68 sources of study concerning DLs and maturity models using meta-synthesis. The maturity features were then validated by experts using the three-round Delphi technique. Finally, the experts were asked to categorize these features into the five levels of the capability maturity model (CMM) as the base model. Findings By analyzing these sources, three categories, seven concepts and 35 codes for the maturity features of a DL were identified. The majority of previous studies focused on the use of hardware/software systems as the backup and empowerment of DLs and the concept of DL content. The maturity features were then validated by experts using the three-round Delphi technique. Like the base model, DLMM has five levels, and most features were categorized into the third and fourth levels by the experts. Features such as human resources, needs assessment of DL and readiness to create a DL were included in the second level. Originality/value This work adds the concept of the maturity model to the literature of DLs.

While the value of the Capability Maturity Model (CMM), ISO 9000, and Total Quality Management (TQM) concepts in managing software quality has been widely acknowledged, shortcomings of these approaches have also been recognized. The current research synthesizes existing literature bases in CMM, ISO 9000, TQM, among others, to identify six critical factors of Software Quality Management (SQM) and then develops an instrument that can be used to measure critical factors of SQM. Validity and reliability are established by reviewing existing literature, testing a preliminary version of the instrument among a group of researchers and industry experts, and empirically testing a revised version of the instrument among a group of IS professionals. The authors conclude by addressing quality management research issues in the emerging open source software (OSS) paradigm.