Abstract: The main purpose and focus of this paper are to determine the Interoperability Maturity Models to consider when using School Management Systems (SMS). The importance of this is to inform and help schools with knowing which Interoperability Maturity Model is best suited for their SMS. To address the purpose, this paper will apply a scoping review to ensure that all aspects are provided. The scoping review will include papers written from 2012-2019 and a comparison of the different types of Interoperability Maturity Models will be discussed in detail, which includes the background information, the levels of interoperability, and area for consideration in each Maturity Model. The literature was obtained from the following databases: IEEE Xplore and Scopus, the following search engines were used: Harzings, and Google Scholar. The topic of the paper was used as a search term for the literature and the term ‘Interoperability Maturity Models’ was used as a keyword. The data were analyzed in terms of the definition of Interoperability, Interoperability Maturity Models, and levels of interoperability. The results provide a table that shows the focus area of concern for each Maturity Model (based on the scoping review where only 24 papers were found to be best suited for the paper out of 740 publications initially identified in the field). This resulted in the most discussed Interoperability Maturity Model for consideration (Information Systems Interoperability Maturity Model (ISIMM) and Organizational Interoperability Maturity Model for C2 (OIM)).
Abstract: Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization.
Abstract: Software applications have become crucial to the aerospace industry, providing a wide range of functionalities and capabilities used during the design, manufacturing and support of aircraft. However, as this criticality increases, so too does the risk for business operations when facing a software failure. Hence, there is a need for new methodologies to be developed to support aerospace companies in effectively managing their software portfolios, avoiding the hazards of business disruption and additional costs. This paper aims to provide a definition of operational software maturity, and how this can be used to assess software operational behaviour, as well as a view on the different aspects that drive software maturity within the aerospace industry. The key research question addressed is, how can operational software maturity monitoring assist the aerospace industry in effectively managing large software portfolios? This question has been addressed by conducting an in depth review of current literature, by working closely with aerospace professionals and by running an industry case study within a major aircraft manufacturer. The results are a software maturity model composed of a set of drivers and a prototype tool used for the testing and validation of the research findings. By utilising these methodologies to assess the operational maturity of software applications in aerospace, benefits in maintenance activities and operations disruption avoidance have been observed, supporting business cases for system improvement.
Abstract: The variety of available digital tools, strategies and activities might confuse and disorient even an experienced marketer. This applies in particular to B2B companies, which are usually less flexible in uptaking of digital technology than B2C companies. B2B companies are lacking a framework that corresponds to the specifics of the B2B business, and which helps to evaluate a company’s capabilities and to choose an appropriate path. A B2B digital marketing maturity model helps to fill this gap. However, modern marketing offers no widely approved digital marketing maturity model, and thus, some marketing institutions provide their own tools. The purpose of this paper is building an optimized B2B digital marketing maturity model based on a SWOT (strengths, weaknesses, opportunities, and threats) analysis of existing models. The current study provides an analytical review of the existing digital marketing maturity models with open access. The results of the research are twofold. First, the provided SWOT analysis outlines the main advantages and disadvantages of existing models. Secondly, the strengths of existing digital marketing maturity models, helps to identify the main characteristics and the structure of an optimized B2B digital marketing maturity model. The research findings indicate that only one out of three analyzed models could be used as a separate tool. This study is among the first examining the use of maturity models in digital marketing. It helps businesses to choose between the existing digital marketing models, the most effective one. Moreover, it creates a base for future research on digital marketing maturity models. This study contributes to the emerging B2B digital marketing literature by providing a SWOT analysis of the existing digital marketing maturity models and suggesting a structure and main characteristics of an optimized B2B digital marketing maturity model.
Abstract: The present study investigated approaches and techniques to enhance strategic management governance and decision making within the framework of a performance-based balanced scorecard. The review of best practices from strategic, program, process, and systems engineering management provided for a holistic approach toward effective outcome-based capability management. One technique, based on factorial experimental design methods, was used to develop an empirical model. This model predicted the degree of capability effectiveness and is dependent on controlled system input variables and their weightings. These variables represent business performance measures, captured within a strategic balanced scorecard. The weighting of these measures enhances the ability to quantify causal relationships within balanced scorecard strategy maps. The focus in this study was on the performance of tangible assets within the scorecard rather than the traditional approach of assessing performance of intangible assets such as knowledge and technology. Tangible assets are represented in this study as physical systems, which may be thought of as being aboard a ship or within a production facility. The measures assigned to these systems include project funding for upgrades against demand, system certifications achieved against those required, preventive maintenance to corrective maintenance ratios, and material support personnel capacity against that required for supporting respective systems. The resultant scorecard is viewed as complimentary to the traditional balanced scorecard for program and performance management. The benefits from these scorecards are realized through the quantified state of operational capabilities or outcomes. These capabilities are also weighted in terms of priority for each distinct system measure and aggregated and visualized in terms of overall state of capabilities achieved. This study proposes the use of interactive controls within the scorecard as a technique to enhance development of alternative solutions in decision making. These interactive controls include those for assigning capability priorities and for adjusting system performance measures, thus providing for what-if scenarios and options in strategic decision-making. In this holistic approach to capability management, several cross functional processes were highlighted as relevant amongst the different management disciplines. In terms of assessing an organization’s ability to adopt this approach, consideration was given to the P3M3 management maturity model.
Abstract: Lean philosophy has evolved over time and has been implemented both in manufacturing and services, more recently lean has been integrated in the companies of the health sector. Currently it is important to understand the successful way to implement this philosophy and try to identify barriers and enablers to the sustainability of lean healthcare. The main purpose of this research is to identify the barriers and enablers in the implementation of Lean Healthcare based on case studies of Colombian healthcare centers. In order to do so, we conducted semi-structured interviews based on a maturity model. The main results indicate that the success of Lean implementation depends on its adaptation to contextual factors. In addition, in the Colombian context were identified new factors such as organizational culture, management models, integration of the care and administrative departments and triple helix relationship.
Abstract: The research was conducted to empirically validate
the proposed maturity model of e-Government implementation,
composed of four dimensions, further specified by 54 success factors
as attributes. To do so, there are two steps were performed. First,
expert’s judgment was conducted to test its content validity. The
second, reliability study was performed to evaluate inter-rater
agreement by using Fleiss Kappa approach. The kappa statistic
(kappa coefficient) is the most commonly used method for testing the
consistency among raters. Fleiss Kappa was a generalization of
Kappa in extensions to the case of more than two raters (multiple
raters) with multi-categorical ratings. Our findings show that most
attributes of the proposed model were related to their corresponding
dimensions. According to our results, The percentage of agree
answers given by the experts was 73.69% in dimension A, 89.76% in
B, 81.5% in C and 60.37% in D. This means that more than half of
the attributes of each dimensions were appropriate or relevant to the
dimensions they were supposed to measure, while 85% of attributes
were relevant enough to their corresponding dimensions. Inter-rater
reliability coefficient also showed satisfactory result and interpreted
as substantial agreement among raters. Therefore, the proposed
model in this paper was valid and reliable to measure the maturity of
e-Government implementation.
Abstract: Nowadays, the successful implementation of ICTs is
vital for almost any kind of organization. Good governance and ICT
management are essential for delivering value, managing
technological risks, managing resources and performance
measurement. In addition, outsourcing is a strategic IT service
solution which complements IT services provided internally in
organizations. This paper proposes the measurement tools of a new
holistic maturity model based on standards ISO/IEC 20000 and
ISO/IEC 38500, and the frameworks and best practices of ITIL and
COBIT, with a specific focus on IT outsourcing. These measurement
tools allow independent validation and practical application in the
field of higher education, using a questionnaire, metrics tables, and
continuous improvement plan tables as part of the measurement
process. Guidelines and standards are proposed in the model for
facilitating adaptation to universities and achieving excellence in the
outsourcing of IT services.
Abstract: Maturity models, used descriptively to explain
changes in reality or normatively to guide managers to make
interventions to make organizations more effective and efficient, are
based on the principles of statistical quality control and PDCA
continuous improvement (Plan, Do, Check, Act). Some frameworks
developed over the concept of maturity models include COBIT,
CMM, and ITIL.
This paper presents some limitations of traditional maturity
models, most of them related to the mechanistic and reductionist
principles over which those models are built. As systems theory helps
the understanding of the dynamics of organizations and
organizational change, the development of a systemic maturity model
can help to overcome some of those limitations.
This document proposes a systemic maturity model, based on a
systemic conceptualization of organizations, focused on the study of
the functioning of the parties, the relationships among them, and their
behavior as a whole. The concept of maturity from the system theory
perspective is conceptually defined as an emergent property of the
organization, which arises as a result of the degree of alignment and
integration of their processes. This concept is operationalized through
a systemic function that measures the maturity of organizations, and
finally validated by the measuring of maturity in some organizations.
For its operationalization and validation, the model was applied to
measure the maturity of organizational Governance, Risk and
Compliance (GRC) processes.
Abstract: To measure or asses any government’s efficiency we need to measure the performance of this government in regards to the quality of the service it provides. Using a technological platform in service provision became a trend and a public demand. It is also a public need to make sure these services are aligned to values and to the whole government’s strategy, vision and goals as well. Providing services using technology tools and channels can enhance the internal business process and also help establish many essential values to government services like transparency and excellence, since in order to establish e-services many standards and policies must be put in place to enable the handing over of decision making to a mature system oriented mechanism. There was no doubt that the Sultanate of Oman wanted to enhance its services and move it towards automation and establishes a smart government as well as links its services to life events. Measuring government efficiency is very essential in achieving social security and economic growth, since it can provide a clear dashboard of all projects and improvements. Based on this data we can improve the strategies and align the country goals to them.
Abstract: This article provides a systematic review of existing research related to the Service-oriented Enterprise Architecture (SoEA) adoption and maturity measurement model. The review’s main goals are to support research; to facilitate other researchers’ search for relevant studies; and to propose areas for future studies within this area. In addition, this article provides useful information on SoEA adoption issues and its related maturity model, based on research-based knowledge. The review results suggest that motives, critical success factors (CSFs), implementation status, and benefits are the most frequently studied areas, and that each of these areas would benefit from further exposure.
Abstract: The seemingly ambiguous title of this paper – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. This paper describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is presented. A brief description is provided of the basic components of the model, followed by a description of the case studies that were conducted to evaluate the model. The paper concludes with a summary of the findings and potential future research.
Abstract: Transnational corporations (TNCs) are playing a major role in global R&D, not only through activities in their home countries but also increasingly abroad. However, the process of R&D offshoring is not yet discussed thoroughly. Based on in-depth case study on Agilent China Communications Operation, this paper presents a stage model for theorizing the R&D offshoring process. This stage model outlines 5 maturity levels of organization and the offshoring process: Subsidiary team, Mirror team, Independent team, Mirror sector and the Independent sector (from software engineering point of view, it is similar to the local team's capability level of maturity model). Moreover, the paper gives a detailed discussion on the relevant characteristics, as well as the ability/responsibility of transfer, priorities and the corresponding organization structure. It also gives the characteristics and key points of different level-s R&D offshoring implementation using actual team practice.
Abstract: Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given.
Abstract: Nowadays there are more than thirty maturity models
in different knowledge areas. Maturity model is an area of interest
that contributes organizations to find out where they are in a specific
knowledge area and how to improve it. As Information Resource
Management (IRM) is the concept that information is a major
corporate resource and must be managed using the same basic
principles used to manage other assets, assessment of the current
IRM status and reveal the improvement points can play a critical role
in developing an appropriate information structure in organizations.
In this paper we proposed a framework for information resource
management maturity model (IRM3) that includes ten best practices
for the maturity assessment of the organizations' IRM.
Abstract: There exists a strong correlation between efficient project management and competitive advantage for organizations. Therefore, organizations are striving to standardize and assess the rigor of their project management processes and capabilities i.e. project management maturity. Researchers and standardization organizations have developed several project management maturity models (PMMMs) to assess project management maturity of the organizations. This study presents a critical evaluation of some of the leading PMMMs against OPM3® in a multitude of ways to look at which PMMM is the most comprehensive model - which could assess most aspects of organizations and also help the organizations in gaining competitive advantage over competitors. After a detailed morphological analysis of the models, it is concluded that OPM3® is the most promising maturity model that can really provide a competitive advantage to the organizations due to its unique approach of assessment and improvement strategies.
Abstract: The e-government emerging concept transforms the
way in which the citizens are dealing with their governments. Thus,
the citizens can execute the intended services online anytime and
anywhere. This results in great benefits for both the governments
(reduces the number of officers) and the citizens (more flexibility and
time saving). Therefore, building a maturity model to assess the egovernment
portals becomes desired to help in the improvement
process of such portals. This paper aims at proposing an egovernment
maturity model based on the measurement of the best
practices’ presence. The main benefit of such maturity model is to
provide a way to rank an e-government portal based on the used best
practices, and also giving a set of recommendations to go to the
higher stage in the maturity model.