Relationship between PDP maturity and ISO certification in the food industry

Abstract Food companies have been seeking certification of their Product Development Processes (PDP) as a symbol of quality, however, few are prepared to obtain it. One of the hypotheses is that some companies are not mature enough to obtain this certification and maintain it in the long term. To guarantee the product quality, it is important that all the activities responsible for the PDP are aligned, integrated, measured and controlled, thus characterizing the PDP maturity. Therefore, the aim of this work is to analyze the PDP maturity level of the food industry to identify the compatibility with the situation of their Quality Certifications. For this, an adapted method of the Capability Maturity Model Integration (CMMI) is used to measure the company’s maturity, seeking also to identify the status of their certifications. Information was collected from five companies in the food industry, which presented consistency between their certifications and maturity levels; four are level 1 and have no certification and one is level 2 and is certified by the International Organization for Standardization (ISO)

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

Respati ◽

10.35842/jtir.v15i1.330 ◽

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.

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CMMI Implementation and Results

Advances in IT Personnel and Project Management - Modern Techniques for Successful IT Project Management ◽

10.4018/978-1-4666-7473-8.ch003 ◽

2015 ◽

pp. 48-63 ◽

Cited By ~ 9

Author(s):

Marco Liberato ◽

João Varajão ◽

Paulo Martins

Keyword(s):

Software Development ◽

Quality Standards ◽

Model Integration ◽

Maturity Model ◽

High Quality ◽

Capability Maturity ◽

Information Technology Services ◽

Technology Services ◽

Development Processes ◽

Level 2

Companies focus on software development in order to survive in a highly competitive world. They not only need to keep up to date with the changes that are occurring in their environment, but they also need to assure the effectiveness of their processes. One way to do that is pursuing high quality standards by continuously improving the development processes. In this chapter, the authors describe the project of CMMI (Capability Maturity Model Integration) implementation in a software company specialized in information technology services for banking. The project was initiated with the aim of optimizing the software development process. Throughout the chapter, various aspects of the project are covered, such as the actions taken to implement the CMMI maturity level 2, the tools used to support the implementation, and the obtained results. These are useful and could serve as a reference basis for companies that consider the implementation of a maturity model.

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EVALUASI MATURITY LEVEL PADA DATA OPERATIONS MANAGEMENT MENGGUNAKAN CAPABILITY MATURITY MODEL INTEGRATION (CMMI): STUDI KASUS LEMBAGA PENELAAH TRANSAKSI KEUANGAN

Masyarakat Telematika Dan Informasi Jurnal Penelitian Teknologi Informasi dan Komunikasi ◽

10.17933/mti.v11i1.168 ◽

2020 ◽

Vol 11 (1) ◽

pp. 29

Author(s):

Rabiah Al Adawiyah ◽

Yova Ruldeviyani

Keyword(s):

Operations Management ◽

Model Integration ◽

Capability Maturity Model ◽

Maturity Model ◽

Maturity Level ◽

Capability Maturity ◽

Capability Maturity Model Integration ◽

Body Of Knowledge ◽

Level 3 ◽

Level 2

Institusi Finansial XYZ merupakan sebuah lembaga penelaah transaksi keuangan yang memiliki tugas dan kewenangan untuk menerima laporan transaksi keuangan dari para pihak pelapor, melakukan analisis terhadap laporan transaksi keuangan, dan meneruskan hasil analisis kepada aparat penegak hukum. Insiden hilangnya data pernah terjadi di Institusi Finansial XYZ pada tahun 2018 yang mengindikasikan Data Operations Management masih belum berjalan dengan baik. Penelitian ini bertujuan untuk mengukur Maturity Level pada Data Operations Management di Institusi Finansial XYZ dengan menggunakan Capability Maturity Model Integration (CMMI) dan Data Management Body of Knowledge (DMBoK). Penelitian ini melakukan asesmen terhadap Maturity Level pada Data Operations Management di Institusi Finansial XYZ dan dari hasil asesmen tersebut diharapkan dapat memberikan rekomendasi untuk perbaikan Data Operations Management. Hasil penelitian menunjukkan bahwa ada dua belas sub-aktivitas Data Operations Management yang berada pada Maturity Level 2 dan ada tiga sub-aktivitas Data Operations Management yang berada pada Maturity Level 3. Rekomendasi diberikan untuk dua belas sub-aktivitas yang masih berada pada Maturity Level 2. Rekomendasi ini diharapkan dapat meningkatkan Maturity Level pada Data Operations Management sehingga Institusi Finansial XYZ dapat menjalankan tugasnya dengan baik untuk menelaah transaksi keuangan dan menghasilkan hasil analisis yang akurat.

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CMMI Implementation and Results

Project Management ◽

10.4018/978-1-5225-0196-1.ch047 ◽

2016 ◽

pp. 958-974

Author(s):

Marco Liberato ◽

João Varajão ◽

Paulo Martins

Keyword(s):

Software Development ◽

Quality Standards ◽

Model Integration ◽

Maturity Model ◽

High Quality ◽

Capability Maturity ◽

Information Technology Services ◽

Technology Services ◽

Development Processes ◽

Level 2

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Penilaian Kematangan Proses Pengembangan Perangkat Lunak Menggunakan Capability Maturity Model Integration Roadmaps

Applied Information System and Management (AISM) ◽

10.15408/aism.v3i2.14530 ◽

2021 ◽

Vol 3 (2) ◽

pp. 87-92

Author(s):

Muhammad Isa Wibisono ◽

Karmilasari Karmilasari ◽

Aang Subiyakto

Keyword(s):

Model Integration ◽

Capability Maturity Model ◽

Maturity Model ◽

Maturity Level ◽

Specific Process ◽

Capability Maturity ◽

Capability Maturity Model Integration ◽

Level 3 ◽

Level 2

Pengembangan produk perangkat lunak merupakan salah satu faktor penting bagi organisasi untuk menghasilkan layanan produk digital yang berdampak pada digitalisasi proses pengembangannya. Banyak organisasi sistem informasi di Indonesia menghadapi tujuan itu dan berusaha mengevaluasi proses pengembangan perangkat lunak (PPL) dibuktikan dengan pembahasan penelitian tentang topik tingkat kematangan. Dalam penelitian ini dilakukan pada salah satu organisasi perusahaan telekomunikasi Indonesia sebagai penyedia produk digital. Hal ini bertujuan untuk menilai tingkat kematangan proses PPL saat ini sebagai titik awal peningkatan proses pengembangan organisasi untuk menghasilkan kualitas produk terbaik tanpa cacat. Organisasi perlu menilai dan mengevaluasi tingkat kematangan dalam meningkatkan dan kualitas produk serta analisis kematangan dapat digunakan untuk mengungkap kelemahan proses. Hasilnya, organisasi saat ini pada maturity level 2 (ML2) atau Managed, sedangkan untuk ML3 belum terpenuhi semua process area dengan pendekatan CMMI Roadmaps sebagai langkah berikutnya untuk mencapai maturity level 3 (ML3). Beberapa rekomendasi juga diusulkan untuk meningkatkan sisa process area yang belum memenuhi specific process.

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Information Security Assessment Using ISO/IEC 27001:2013 Standard on Government Institution

TRIKONOMIKA ◽

10.23969/trikonomika.v17i1.1138 ◽

2018 ◽

Vol 17 (1) ◽

pp. 28

Author(s):

Akmal Zaifullah Maingak ◽

Candiwan Candiwan ◽

Listyo Dwi Harsono

Keyword(s):

Information System ◽

Information Security ◽

Gap Analysis ◽

Maturity Model ◽

Security Assessment ◽

Maturity Level ◽

Capability Maturity ◽

Level 1 ◽

Iec 27001 ◽

Government Institution

The purpose of this research is to determine the existing gap to achieve ISO/IEC 27001:2013 certification and determine the maturity level of the information system owned by X Government Institution. The information system of X Government Institution would be assessed based on 14 clauses contained in ISO/IEC 27001: 2013. The method used is qualitative method, data collection and data validation with triangulation technique (interview, observation, and documentation). Data analysis used gap analysis and to measure the maturity level of this research used CMMI (Capability Maturity Model for Integration). The result of the research showed that information security which had been applied by X Government Institution was at level 1 (Initial) which meant there was evidence that the institution was aware of problems that needed to be overcome, unstandardized process, and tended to handle the problem individually or by case.

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Relationship between food industries maturity and quality certification

Independent Journal of Management & Production ◽

10.14807/ijmp.v11i7.1201 ◽

2020 ◽

Vol 11 (7) ◽

pp. 2827-2848

Author(s):

Carla C. A. Estorilio ◽

Lígia de Oliveira Franzosi Bessa

Keyword(s):

Product Development ◽

Food Industry ◽

Iso 9001 ◽

Product Development Process ◽

Maturity Model ◽

Maturity Level ◽

Food Industries ◽

Capability Maturity ◽

Quality Certification ◽

The Relationship

Purpose: The purpose of this paper is to analyze the PDP (Product Development Process) maturity level in the food industry to identify the compatibility status of their quality certification and their maturity level.Design/methodology/approach: A bibliographical review was conducted about product development, maturity process, and Capability Maturity Model Integration (CMMI). An adapted method from CMMI was used, which allows evaluating the level of maturity, through a semi-structured questionnaire. The questionnaires were applied in five companies of this industry and then, an analysis of the information obtained in each company was carried out and compared, aiming to understand the sector maturity.Findings: After conducting the interviews in each company, the median of each group of questions was calculated, according to the methodology described. Data collected from this sector show consistency between certification time and maturity level. Research limitations/implications: Due to the low number of respondents, this data cannot be generalized to this sector, being considered only an indication of the situation of the food industry located in Curitiba region. Practical implications: This study shows the relationship between the maturity level of food industry and ISO 9001 quality certification. The study shows that for the company to obtain an ISO certification, it must have been at least maturity level 2, highlighting, as well, the main deficiencies of this sector. Originality/value: The original value is to show the relationship between the maturity level of food industry and ISO 9001 quality certification.

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Methodology for developing capability maturity levels for PPP stakeholder organisations using critical success factors

Construction Innovation ◽

10.1108/ci-06-2015-0035 ◽

2016 ◽

Vol 16 (1) ◽

pp. 81-110 ◽

Cited By ~ 20

Author(s):

Solomon Olusola Babatunde ◽

Srinath Perera ◽

Lei Zhou

Keyword(s):

Developing Countries ◽

Literature Review ◽

Success Factors ◽

Maturity Level ◽

Content Type ◽

Capability Maturity ◽

Critical Success ◽

Level 1 ◽

Level 2 ◽

Practical Implications

Purpose – The purpose of this study is to use critical success factors (CSFs) to develop a process maturity and determine the current maturity levels of stakeholder organisations in public–private partnership (PPP) project implementation in Nigeria. The success of any PPP project is largely dependent on the country’s maturity on CSFs that made PPP projects successful. Thus, the identification of metrics and standards for measuring the maturity of stakeholder organisations on CSFs for PPP project implementation remains a challenge. Design/methodology/approach – The study adopted literature review and six PPP project case studies including interviews in each case study and expert forum. The outcome of a comprehensive literature review provides a total list of 14 CSFs that made PPP projects successful in Nigeria. These CSFs were used for capability maturity levels ' definition ranging from level 1 (Ad hoc) to level 5 (Optimising) in line with capability maturity model concept. Quantitative assessment was considered as a support tool for making an overall assessment of both the public and private organisations ' current capability maturity levels and for comparison approach. Findings – A capability enhancement framework for stakeholder organisations in PPP project was developed. This framework was used in assessing the current capability maturity levels of stakeholder organisations involved in PPP projects in Nigeria. Using this framework, it was found that public sector organisations were positioned between maturity level 1 and maturity level 2 (out of five maturity levels) on CSFs applicable to them. While, most private sector organisations were placed in maturity level 2 on CSFs associated with them. Practical implications – The results emanated from this study provided both the theoretical and practical implications. The theoretical implication provides new insights into the usefulness of CSFs in PPP projects and indicates that merely identifying possible CSFs for PPP projects is not sufficient. The practical implication shows that the framework developed in this study had provided the benchmark for the identification of methodical approach, and standard to process improvement in PPP infrastructure projects, which can be replicated in both the developed and developing countries. Thus, the framework could be used to benchmark future studies. Originality/value – The framework would provide a useful guide and roadmaps for improvement by indicating “what” needs to be done by stakeholder organisations involved in PPP projects in achieving higher capability maturity levels on identified CSFs for PPP projects in Nigeria and developing countries at large.

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Application of People Capability Maturity Model in I.T Industry

Adhyayan A Journal of Management Sciences ◽

10.21567/adhyayan.v4i1.10201 ◽

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.

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Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

Marketing of Scientific and Research Organizations ◽

10.2478/minib-2019-0028 ◽

2019 ◽

Vol 32 (2) ◽

pp. 1-26

Author(s):

Daniel Adrian Doss ◽

Russ Henley ◽

Qiuqi Hong ◽

Trey Pickett

Keyword(s):

Process Improvement ◽

Ad Hoc ◽

Service Marketing ◽

Maturity Model ◽

Maturity Level ◽

Process Maturity ◽

Capability Maturity ◽

Product Marketing ◽

Marketing Firms ◽

First Maturity

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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