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.
[1] Schneyman, A.H. (1985). Organizing Information Resources.
Information Management Review. Summer, 35-45.
[2] Burk, C.F. & Horton, F.W. (1988). InfoMap: A Complete Guide to
Discovering Corporate Information Resources. Englewood Cliffs, New
Jersey: Prentice Hall.
[3] Kerr, J.M. (1991). The IRM Imperative. New York: John Wiley and
Sons.
[4] Marchand D.A. and Horton F.W. (1986). Infortrends. New York: John
Wiley and Sons.
[5] Owen, D. (1989). IRM concepts: building blocks for the 1990s.
Information Management Review. 5(2). 19-28.
[6] O'Brien, J. and Morgan, J. (1991). A multidimensional model of
Information Resource Management. Information Resources
Management Journal. 4(2), 2-11.
[7] Mocens, D. (1982). Information resource management. Comput.
Environ. Urban Systems, 8(1), 25-29.
[8] Gregson, K.(1995). Information resource management. Work Study,
44(1), 20-21.
[9] Lewis, B.R., Synder, C.A., and Rainer, JR., R.K. (1995). An Empirical
Assessment of the Information Resource Management Construct.
Journal of Management Information Systems, Summer 12(1), 199-223.
[10] Project Management Institute. (2003). Organizational Project
Management Maturity Model (OPM3), Pennsylvania, USA.
[11] Kerzner, H. (2006). Project management: A systems approach to
planning, scheduling, and controlling. New Jersey: John Wiley & Sons
Inc.
[12] Kerzner, H. (2006). Project management best practice: achieving global
excellence. New Jersey: John Wiley & Sons Inc.
[13] Ward, M., & Mitchell, S. (2004). A comparison of the strategic priorities
of public and private sector information resource management
executives. Government Information Quarterly, 21, 284-304.
[14] Caudle, Sh. (1996). Strategic information resource management:
fundamental practices. Government Information Quarterly, 13(1), 83-97.
[1] Schneyman, A.H. (1985). Organizing Information Resources.
Information Management Review. Summer, 35-45.
[2] Burk, C.F. & Horton, F.W. (1988). InfoMap: A Complete Guide to
Discovering Corporate Information Resources. Englewood Cliffs, New
Jersey: Prentice Hall.
[3] Kerr, J.M. (1991). The IRM Imperative. New York: John Wiley and
Sons.
[4] Marchand D.A. and Horton F.W. (1986). Infortrends. New York: John
Wiley and Sons.
[5] Owen, D. (1989). IRM concepts: building blocks for the 1990s.
Information Management Review. 5(2). 19-28.
[6] O'Brien, J. and Morgan, J. (1991). A multidimensional model of
Information Resource Management. Information Resources
Management Journal. 4(2), 2-11.
[7] Mocens, D. (1982). Information resource management. Comput.
Environ. Urban Systems, 8(1), 25-29.
[8] Gregson, K.(1995). Information resource management. Work Study,
44(1), 20-21.
[9] Lewis, B.R., Synder, C.A., and Rainer, JR., R.K. (1995). An Empirical
Assessment of the Information Resource Management Construct.
Journal of Management Information Systems, Summer 12(1), 199-223.
[10] Project Management Institute. (2003). Organizational Project
Management Maturity Model (OPM3), Pennsylvania, USA.
[11] Kerzner, H. (2006). Project management: A systems approach to
planning, scheduling, and controlling. New Jersey: John Wiley & Sons
Inc.
[12] Kerzner, H. (2006). Project management best practice: achieving global
excellence. New Jersey: John Wiley & Sons Inc.
[13] Ward, M., & Mitchell, S. (2004). A comparison of the strategic priorities
of public and private sector information resource management
executives. Government Information Quarterly, 21, 284-304.
[14] Caudle, Sh. (1996). Strategic information resource management:
fundamental practices. Government Information Quarterly, 13(1), 83-97.
@article{"International Journal of Mechanical, Industrial and Aerospace Sciences:58817", author = "Afshari H. and Khosravi Sh.", title = "Information Resource Management Maturity Model", 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.", keywords = "Information resource management (IRM),
information resource management maturity model (IRM3), maturity
model, best practice.", volume = "3", number = "1", pages = "74-5", }