Value-Driven Process Management

Selection priority of process areas based on CMMI continuous representation

For software development firms to be competitive they must assure the quality of the software product. This has led many firms to adopt software process improvement (SPI) programs such as the capability maturity model integration (CMMI). However, for small software firms, especially those in developing countries with limited resources, these programs are often too cumbersome and costly to implement. To address this issue, this paper proposes a simplified SPI model for small firms (SPM-S) comprised of 10 key software development practices; with fewer practices, the proposed model should be more accessible and less costly to implement. Using data collected in four developing countries in the English-speaking Caribbean from 112 developer/user dyads, the model is evaluated with respect to its impact on software quality. The findings show that the software development process coupled with supporting technology (e.g. project management tools) significantly impact software product quality. Implications for software process improvement in small firms and future research are discussed.

Using relevant best practices from the CMMI (Capability Maturity Model Integration) for Acquisition (CMMI-ACQ) model, this primer defines effective and efficient practices for acquisition projects. These best practices address activities that include monitoring and controlling contractors and suppliers that develop products and services and deliver services. The practices in this primer provide a foundation for acquisition process discipline and rigor that enables product and service development and service delivery to be repeatedly executed for ultimate acquisition success. This primer can be used by projects that acquire products or services in government and non-government organizations to improve acquisition processes. Selected content of the CMMI-ACQ model is used in this primer as a basis for helping readers unfamiliar with CMMI to begin their process improvement journey. After using this primer, most organizations will want to implement the CMMI-ACQ model. This primer can also be used by acquisition organizations that manage several related acquisition projects (e.g., product centers, acquisition commands) to establish an acquisition process improvement program. However, organizations at that level should consider using the CMMI-ACQ model instead because it includes organizational process management practices.

Agile scrum projects are gaining popularity for software development and delivery, due to its inherent attributes of flexibility in execution and quicker time to market. However, the critics of Agile have been raising questions on the predictability of success of Agile execution as the emphasis given to quantitative management using predictive techniques for an Agile project may not be to the extent of large mission critical projects which uses in-process leading indicators to predict outcomes. One possible solution to this challenge is to use the best practices from industry adopted models like the Capability Maturity Model Integration® for planning and managing Agile software delivery. In this paper, we present a study were a prediction model was developed for use in Agile projects for systematic in-process monitoring and decision making. The purpose of this paper is to propose a predictive model as a driver for continuous improvement of Delivered Defect Density in the context of a Scrum project.Our findings show that using the prediction model, the success of Agile project could be forecasted and controlled during its planning and execution phases as against waiting for the final release to The paper starts with defining the background and context of the study, research methodology and study of existing literature in this area. A brief description of the major knowledge areas considered in the study namely Agile, CMMI and High Maturity practices in CMMI is then presented. An introduction on measures, metrics and prediction models is also provided. The development of the Agile Prediction Model and the application of the model Agile SCRUM projects is addressed as the main theme of the paper which concludes with the advantages, shortcomings and limitations of the model developed. 1. Background of the study In organizations where quality of software is a primary goal for the software projects, it is useful to measure and observe Delivered Defect Density as a lagging indicator signifying the quality of developed software. Though this is a good metric to indicate the goodness of the delivered software, the metric lacks the ability to be controlled, as it is an outcome of the software development process and not an in-process metric. In this context, the need for in-process or leading indicators which will help practitioners get visibility on the outcome is important. In this paper, the processes and sub-processes leading to Delivered Defect Density is

Usaha micro small and medium (MSMEs) Indonesia paralyzed duringthe Covid-19 pandemic. This is due to government policies in controlling Covid-19 that interfere with MSME activities. As a result, the income of small and medium-sized and micro businesses decreased. Small and medium-sized micro-businesses are in decline. You have to deal with this situation if you want to survive. The purpose of this study is to find out how micro small and medium enterprises (MSMEs) strategies can survive the Covid-19 pandemic. This research is carried out with qualitative research. This type of research is a descriptive data collection method that uses structured and gradual interviews. The results of direct observations showed that during the covid-19 pandemic, MSMEs implemented various strategies to maintain business continuity, namely, product and service quality improvement strategies, product strategies, price strategies, and also promotional strategies. MSME actors must also provide friendly service to customers and quality products, so that consumers can trust or choose good product quality.

The purpose of our research is to develop a theoretical framework during the voice of customers (VOC) and voice of designers (VOD) in knowledge-based viewpoint (KBV) and clarify these critical factors related to knowledge-processing mechanisms in the Taiwanese construction industry. A survey of depth-interviews were conducted with 15 construction companies and a questionnaire analysis of 136 samples showed the positive connections between voice of customers (VOC), operation environment, strategic intent, knowledge-processing mechanisms, and voice of designers (VOD). In turn, these measures of a firm’s effectiveness of knowledge-processing mechanisms from voice of customers (VOC) to voice of designers (VOD) were related to the firm’s strategic intent and operation environment, and we provide an empirical framework which can quickly and comprehensively understand an organization for fitness with business objectives in Taiwanese companies.

The use of prototypes in the product development process (PDP) brings maturity to the project, reduces uncertainties, and helps in the conservation of information flow during the whole PDP. Usually, virtual prototypes (VP) are created in CAD/CAE systems, while physical prototypes (PP) are usually manufactured from techniques of material addition. In this reality, the creation/manufacturing of a prototype capable to meet its purpose will depend on the alternative available for its creation/manufacturing, and on the experience of the professional involved (designer). This work proposes a procedure to help in the selection of the best creation/manufacture technique for VP and PP, initially focusing on the automotive sector. The procedure was developed from theoretical backgrounds, discussion and consideration among professionals and scholars. The procedure was evaluated in a field research, where 34 professionals from 23 different companies of the automotive sector had been consulted. The theoretical frameworks, the proposed procedure, and the results of the field research are presented. Finally, the work is finished showing the conclusions and final considerations. The use of this procedure is expected to help experienced professionals and beginners, as well as scholars, in their research, education, and extension activities.

The MedTech product development is experiencing a growing complexity of the design process. The design challenge is to keep the medical device simple and user-friendly while maintaining its interconnectivity with the other systems and products. The additional layer of complexity comes from the need to satisfy both - direct customers (pharma companies), and indirect ones (patients, health care practitioners, and pharmacists). Solving those design challenges must not compromise the safety of the end-user and must follow the regulatory requirements.This research proposes the systematic design process for MedTech combination product development with the emphasis on product strategy and concept development operationalized by design thinking participative toolkit. The proposed approach serves the purpose of increasing the traceability between the early made business decisions on a product strategy level of MedTech company, and the engineering decisions made on product concept level. The ultimate goal of the research is to support the decision-makers with methods and tools which would allow them to make informed decisions on investment in a new MedTech combination product by Pharma and MedTech companies.

One of the challenges faced by palm oil companies in Indonesia is how they can maintain and increase sales of palm oil at a price and acceptable manner. For this reason, one of the efforts the companies must take is to adopt an effective marketing strategy that is in line with the company’s business objectives. Marketing strategy has a strategic role, however, research on the factors influencing marketing strategy adoption and its impact on marketing performance is still relatively limited. This study aims to examine the influence of the external and the internal environment on the adoption of marketing strategy and their impact on marketing performance. This study used a survey method and a questionnaire to collect data relevant to the research objectives. The samples involved were 125 oil palm companies located in South Lampung Province of Indonesia. The findings indicate that both the external and the environment have a significant positive effect on marketing strategy and performance. The finding is in line with the notion that the business environment, marketing strategy, and marketing performance are positively correlated. The findings also indicate that product, price, promotion and distribution-based marketing strategies have a positive effect on the marketing performance. The findings imply the importance for companies in aligning their adopted marketing strategy with the external and internal environmental aspects in an effort to reach their goals effectively. Keywords: business environment, marketing strategy, marketing performance, Indonesian palm oil companies DOI: 10.7176/EJBM/13-7-06 Publication date: April 30 th 2021

Background: Software Product Management (SPM) plays a vital role in the success of many software projects by aligning customer needs with their business objectives and ensuring a seamless and effective software product lifecycle. SPM is established as a collection of tools, techniques, and practices that help an organization accomplish its objectives and enhance the predictability and profitability of software product development. However, despite its significance, SPM research has been fragmented into specific topics having limited SPM literature reviews. This research study addresses this gap and discusses the status of the SPM domain in a more holistic spectrum. Objective: The study aims to review recent literature on SPM, focusing on the alignment of SPM with software engineering concepts, a product manager’s role, the existing framework, ontologies, and best practices that support ensuring the success of a product manager’s role. Methods: A systematic literature review was conducted using SCOPUS, IEEE Xplore, ACM Digital Library, ScienceDirect, and ProQuest Central as databases. 71 articles were selected following a rigorous screening process as per the PRISMA 2000 statement. Results: Integrating SPM and SE is crucial in delivering value-driven software solutions. Available theoretical models and frameworks can help with this integration; however, implementing these frameworks often has challenges. Even though product managers play a vital role in the software lifecycle, they lack sufficient organizational support to enrich their skills and knowledge. Other major challenges are the lack of knowledge to use emerging technologies such as AI for data-driven decision-making processes and the tendency to replace humans with such technologies. Conclusion: Aligning strategic vision with agile flexibility is important to integrate SPM with SE practices. To improve decision-making and ensure better alignment of SPM with business objectives, organizations have to enhance product managers’ capabilities by leveraging emerging technologies. Research can focus on developing adaptable and user-friendly SPM frameworks that match both medium-scale and large-scale organizational expectations. Keywords: Organizational Value, Product Manager Role, Software Engineering Integration, Software Product Management, SPM Challenges, SPM Frameworks

The electricity business depends significantly on continuous, cost-effective sources of electricity, the efficient reaction to the demand and storage cost. But the increasing demands and alternative renewable energy sources on the power grid are causing instability and price volatility. Smart grid technology and programs are emerging to address these problems. In this paper we study demand-supply management under operational constraints and outage scheduling. We consider a model of an electricity market in which finite number of suppliers offer electricity. Each supplier has several power plants with different maximum capacity of production and different cost depending on the operational constraints. The response of the market to these offers is the quantities bought from the suppliers. The objective of the market is to satisfy the electricity demand at minimal cost. We develop a theoretical framework for cooperative production strategies between electricity producers. We formulate the problem as an optimal control problem under constraints. Using maximum principle techniques, we provide closed-form expressions of the joint production efforts between the electricity producers. Applying inf-convolution technique to the Hamiltonian we transform the multiple variable optimization problem into a single-variable optimization problem, reducing significantly the curse of dimensionality. In order to capture the random nature of most of the renewable energy sources, we introduce stochastic demand and stochastic production variabilities. We derive closed-form expressions using mean-field-type optimization techniques. The framework is shown to be flexible enough to include both risk-neutral and risk-sensitive behavior of a decision-maker when facing uncertainties.

Keywords: percutaneous coronary intervention; structural heart disease intervention; congential heart disease; adults; congenital heart disease; pediatrics

PurposeTo achieve higher customer satisfaction (CS), companies implement continuous improvement (CI) programs, regardless of the growing evidence of their failure to achieve declared goals. The purpose of this paper is twofold: first, to identify whether companies are able to improve CS through the application of CI; and, second, to identify what organizational practices are able to facilitate the impact of CI on CS.Design/methodology/approachTo test the developed assumptions, the study uses the structural equation modeling technique. The data for analysis were collected from 304 service companies via a custom web-survey.FindingsThe research confirms the direct positive impact of CI on CS. Further, the study demonstrates that management commitment and rewards system that encourages employees to participate in CI play the major facilitating role in improving CS through CI. These practices accompanied by quality-oriented culture and employee training in the improvement tools provide necessary infrastructure to sustain CI in the companies over time. Additionally, regardless of the vital role of goal setting for CI established in previous research, the proposed study finds a limited ability of goal setting, as compared to other organizational practices, to facilitate CI–CS relationship.Originality/valueThe study contributes to the scarce field of research on CI implementation in the services environment. Further, the research assesses CS as a variable of interest, as opposite to the previous studies, considering CS as a part of the composite variable. The research assesses the impact of the training in CI methodology on the CI–CS relationship, while previous research focuses on the general, work-related training. The findings provide an important basis for further academic work in the area of quality management. The identified practices can serve as guidance for managers, implementing CI in their companies due to the high fit of the proposed model.

Today's business climate requires higher production levels at a competitive price while ensuring our business activities create no harm to people or the environment. To achieve this goal most companies have selected the HS&E Management System Approach based on the ISO 14001, OHSAS 18001 and Plan, Do, Check, Act principles. But how do you determine if your management system is adequate and effective to produced desired outcomes? This paper will explore the ways that effective management systems are monitored on an ongoing basis and how that data is used to determine effectiveness of the system and drive continual improvement. Reviewing of the system begins with linking the commitments of an organization's policy statement to business objective. After this relationship has been identified appropriate performance measures are selected which allow management to monitor and evaluate the effectivness of the system. Finally, how are the commitments from the policy, business objectives and performance measures used to determine whether the system is adequate and effective to continually improve performance.

This dissertation was prepared in the framework of the postgraduate program in Business Administration for Executive MBA Executives and aims to elaborate the concepts related to the processes and the means to monitor and control them through the mapping technique. The importance and value of this particular visualization and monitoring tactic is directly related to the fact that the business strategy and business objectives are reflected through the processes, i.e. those processes that add value to the customer. Ensuring the full alignment of critical processes with a corporation’s or an organization’s strategy is crucial to maintaining the competitive advantage that these processes introduce, and is therefore essential for the growth and viability of the corporation or organization. The case study refers to a company in the health sector and focuses on the processes “Declaration of Non-Conformity for Equipment and Declaration of Non-Conformity for Reagents”. These processes are considered critical for companies in this field area, as their management is a strategic goal to ensure timely, immediate and proper scientific support to customers. The specific processes are depicted with SIPOC and Swimlanes diagrams and reveal their complexity as well as the need for proper management of resources (human and non-human) and time through qualitative and quantitative key performance indicators (KPIs). The necessity of continuous monitoring and improvement of these processes in order to maintain the competitive advantage of immediate scientific support, essentially leads to continuous improvement of the quality of services related to these processes.