A Capability Maturity Proposal for Usability and Accessibility Centered Processes

2018 ◽  
Author(s):  
Clara Quintal ◽  
José A. Macías
Keyword(s):  
Capability Maturity

Application of People Capability Maturity Model in I.T Industry

2014 ◽  
Vol 4 (1) ◽  
Author(s):  
Padma Tripathi
Keyword(s):  
Workforce Development ◽  
Maturity Model ◽  
It Industry ◽  
Microsoft Excel ◽  
Google Docs ◽  
Capability Maturity ◽  
Important Benefit ◽  
Managerial Positions ◽  
People Capability Maturity Model ◽  
Level 2

The present study was conducted to examine the implementation of PCMM in the Indian IT Industry by analyzing the perceptions of managers regarding the reasons for PCMM implementation, people related issues and benefits of PCMM. The objectives of the study were to gain a conceptual understanding of PCMM, to examine the methods and application of PCMM in IT industry and to gain an overview of the dissemination of PCMM on organizational field by focusing on the implementation of PCMM in organizations, and its impact on the effectiveness of people management and the overall business. Based on the findings of literature review a questionnaire was developed using Google Docs. Subjects of this study were managers belonging to middle and higher managerial positions of various IT companies with PCMM certification ranging from Level 2 to Level 5. The data collected was then analyzed using statistical tools like SPSS and Microsoft Excel. The survey brought out that the reasons for PCMM certification do not vary significantly across IT companies. The Level of PCMM to which an employee’s organization belonged had a significant impact on his/her perception of factors leading to success of IT projects. Reducing turnover was rated as the most prevalent issue followed by overcoming low morale and burnout, and identifying competencies. Integrating workforce development with process improvement was ranked as the most important benefit of PCMM implementation.

An agile marketing capability maturity framework

2021 ◽  
Vol 86 ◽  
pp. 104347
Author(s):  
Ludovica Moi ◽  
Francesca Cabiddu
Keyword(s):  
Marketing Capability ◽  
Capability Maturity

Tailoring software process capability/maturity models for the health domain

2013 ◽  
Vol 3 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Christiane Gresse von Wangenheim ◽  
Aldo von Wangenheim ◽  
Fergal McCaffery ◽  
Jean Carlo R. Hauck ◽  
Luigi Buglione
Keyword(s):  
Software Process ◽  
Process Capability ◽  
Maturity Models ◽  
Health Domain ◽  
Capability Maturity

Lessons Learned from Implemented Internal and External Digitisation Processes at the Croatian Agency for Medicinal Products and Medical Devices

2018 ◽  
Vol 1 (1) ◽  
pp. 197-212
Author(s):  
Arian Rajh ◽  
Keyword(s):  
Process Improvement ◽  
Medical Devices ◽  
Business Process Management ◽  
Process Management ◽  
Lessons Learned ◽  
Medicinal Products ◽  
Annual Cycles ◽  
Internal Process ◽  
Capability Maturity ◽  
Modelling Methods

The goal of this work is to present and explain the differences between internal and external digitisation process instances in the Croatian Agency for Medicinal Products and Medical Devices. The study is to share lessons learned from Agency's digitisation practice, discuss the applicability of these process instances, and demonstrate ways of evaluating digitisation and accompanying capabilities. The Agency started with digitisation in 2013, and the program ran for four annual cycles. The Agency also established its internal process in 2016. For establishing it, the authors have used business process management methods - interviews, analysis and modelling. For constant process improvement, the authors use capability/maturity modelling methods, focused on the quality component, particular issues and preservation of results.

Penerapan Capability Maturity Model Integration Untuk Mengukur Tingkat Kematangan Organisasi Dalam Proses Pengembangan Perangkat Lunak (Studi Kasus: Direktorat Innovation Center Universitas Amikom Yogyakarta)

Respati ◽  
2020 ◽  
Vol 15 (1) ◽  
pp. 43
Author(s):  
Ita Permatahati ◽  
Wing Wahyu Winarno ◽  
Mei P Kurniawan
Keyword(s):  
Software Development ◽  
Development Process ◽  
Model Integration ◽  
Maturity Model ◽  
Software Development Process ◽  
Maturity Level ◽  
Capability Maturity ◽  
Level 1 ◽  
A Company ◽  
Level 2

INTISARIMenerapkan standarisasi pada suatu perusahaan yang bergerak dibidang pengembangan perangkat lunak merupakan salah satu cara untuk meningkatkan kualitasnya. CMMI merupakan salah satu standarisasi yang penulis pilih untuk mengetahui tingkat kematangan dari divisi Innovation CenterAmikom. CMMI yang digunakan ialah CMMI for Development versi 1.3 yang fokus terhadap tingkat kematangan di level 2 dengan 6 proses area. Penelitian ini mengambil 1 sample proyek di Innovation Center(IC) yaitu apliksai presensi berbasis mobile. Berdasarkan hasil dari pengukuran yang telah dilakukan, proses pengembangan lunak di IC berada di tingkat 1 (Initial) yang diketahui bahwa belum semua praktik yang ada di masing-masing 6 proses area diterapkan. Kata kunci— proses pengembangan perangkat lunak, CMMI, CMMI-DEV, Representasi Bertingkat, Tingkat Kematangan. ABSTRACTApplying standards to a company engaged in the development of devices is one way to improve its quality. CMMI is one of the standards chosen by the author to find out the level of maturity of the Innovation Center at Amikom. CMMI is used for CMMI for Development version 1.3 which focuses on the level of maturity at level 2 with 6 process areas. This study took 1 sample project at the Innovation Center (IC), a mobile-based presence application. Based on the results of the measurements that have been made, the development process at the IC is at level 1 (Initial) related to all the practices that exist in each of the 6 process areas that are applied.Kata kunci—  software development process, CMMI, CMMI-DEV, Leveled Representation, Maturity Level.

scholarly journals Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

2016 ◽  
Vol 9 (4) ◽  
pp. 131
Author(s):  
Hamid Hassan ◽  
Sarosh Asad ◽  
Yasuo Hoshino
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Contemporary Literature ◽  
Maturity Model ◽  
Participative Leadership ◽  
Capability Maturity ◽  
Organizational Maturity ◽  
Different Dimensions ◽  
Organization Life Cycle

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

An Organisational Evaluation Capability Hierarchy Model for Self-diagnosis1

2005 ◽  
Vol 4 (1-2) ◽  
pp. 27-32 ◽  
Author(s):  
Colin A Sharp
Keyword(s):  
Project Management ◽  
Financial Management ◽  
Theory And Practice ◽  
Evaluation Theory ◽  
Information Systems Management ◽  
Capability Maturity ◽  
Wide Range ◽  
Hierarchy Model ◽  
Management Project

The use of Capability Maturity Models in financial management, project management, people management and information systems management in a wide variety of organisations indicates the potential for an Organisational Evaluation Capability Hierarchy to guide the self-diagnosis of organisations in building their evaluation maturity. This paper is about the theory behind this growing trend in organisational governance and organisational diagnosis, and explores its relevance to evaluation theory and practice. This theoretical analysis may have long-term practical benefits for evaluation practitioners, as is being developed in the fields of project management, financial management, and people management in a wide range of organisations.

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