Characterizing a software process maturity model for small organizations

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.

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Benefits of CMM and CMMI-Based Software Process Improvement

Software Design and Development ◽

10.4018/978-1-4666-4301-7.ch067 ◽

2014 ◽

pp. 1385-1400 ◽

Cited By ~ 1

Author(s):

Maged Abdullah ◽

Rodina Ahmad ◽

Lee Sai Peck ◽

Zarinah Mohd Kasirun ◽

Fahad Alshammari

Keyword(s):

Process Improvement ◽

Software Process ◽

Software Process Improvement ◽

Capability Maturity Model ◽

Maturity Model ◽

Software Products ◽

Capability Maturity ◽

Development Organizations ◽

Prior Literature ◽

Maintenance Activities

Software Process Improvement (SPI) has become the survival key of numerous software development organizations who want to deliver their products cheaper, faster, and better. A software process ultimately describes the way that organizations develop their software products and supporting services; meanwhile, SPI on the other hand, is the act of changing the software process and maintenance activities. This chapter purposefully describes the benefits of software process improvement. The Capability Maturity Model (CMM) and the Capability Maturity Model Integration (CMMI) are briefly surveyed and extensively discussed. Prior literature on the benefits and impacts of CMM and CMMI-based software process improvement is also highlighted.

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CSR Maturity in Polish Listed Companies: A Qualitative Diagnosis Based on a Progression Model

Sustainability ◽

10.3390/su11061736 ◽

2019 ◽

Vol 11 (6) ◽

pp. 1736 ◽

Cited By ~ 3

Author(s):

Anna Witek-Crabb

Keyword(s):

Free Market ◽

Qualitative Content Analysis ◽

Listed Companies ◽

Maturity Model ◽

Process Maturity ◽

Progression Model ◽

Strategic Csr ◽

Corporate Social ◽

Intensive Development ◽

Intensive Growth

Transformation from a centrally planned economy to a market economy in 1989 created new challenges for the enterprises in Poland. Free market brought economic liberty, but also the need to take responsibility for the business’ impact on the environment. The last 20 years have brought intensive development of Corporate Social Responsibility (CSR) in Polish conditions: The institutional context supporting CSR has improved and so did the implementation of the CSR by the business. Intensive growth of CSR practices demands a reflection on the effectiveness of the implementation. This study’s contribution is a comprehensive diagnosis of CSR maturity of the enterprises in Poland using a conceptual CSR maturity model. The model is comprised of three perspectives: CSR process maturity, CSR formal maturity and CSR developmental maturity. CSR practices of 93 listed companies from nine industries were studied in 2016–2017. A qualitative content analysis of the enterprises websites was used as the method of study. The main finding was that the level of CSR practices of the enterprises in Poland is still rather low. Forty-seven percent of the enterprises implement incidental CSR, 30% tactical CSR and 23% apply strategic CSR. CSR maturity level is company size- and industry-dependent.

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Organizational Cognition in the Industrial Case Study

Organizational and Technological Implications of Cognitive Machines ◽

10.4018/978-1-60566-302-9.ch009 ◽

2010 ◽

pp. 122-132

Author(s):

Farley Simon Nobre ◽

Andrew M. Tobias ◽

David S. Walker

Keyword(s):

Process Improvement ◽

Capability Maturity Model ◽

Maturity Model ◽

Process Maturity ◽

Industrial Case Study ◽

Organizational Cognition ◽

Capability Maturity ◽

Organization Process ◽

And Performance

This chapter is concerned with the implementation of The Capability Maturity Model in the organization of study. In this application, we define measures of organization process improvement and we propose correlations between them and organizational cognition. Among these measures are included organization process maturity, capability, and performance. Therefore, we define correlations between organizational cognition and organization process maturity, and also between organizational cognition and organization process capability and performance. From such correlations, we also define an association between organizational cognition and organizational learning. Hence, we outline new directions to the development of approaches to assess, to evaluate and to measure the degree of organizational cognition from appraisal methods of The Capability Maturity Model and of other organization process improvement models. Moreover, Chapter IX is complemented by Appendix I which summarizes concepts and characteristics about the five maturity levels of The Capability Maturity Model.

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