scholarly journals Assessing the Association between Agile Maturity Model Levels and Perceived Project Success

10.28945/4519 ◽  
2020 ◽  
Author(s):  
Vaughan Henriques ◽  
Maureen Tanner
Keyword(s):  
Performance Management ◽  
Conceptual Model ◽  
Online Survey ◽  
Project Success ◽  
Future Research ◽  
Maturity Model ◽  
Capability Maturity ◽  
Continuous Delivery ◽  
The Individual ◽  
Constant Improvement

Aim/Purpose: Given the underlying philosophy of the agile manifesto, this study investigates whether an increase in agile maturity is associated with improved perceived project success. Background: The underlying philosophy of the agile manifesto is embodied in principle one which promotes the continuous delivery of software that is deemed valuable by the customer, while principle twelve encourages continual improvement of the delivery process. This constant improvement, or maturity, is not a concept unique to agile methods and is commonly referred to as a maturity model. The most common of maturity model is the Capability Maturity Model Integrated (CMMI). However, research consensus indicates CMMI might not fully be compatible with agile implementation, specifically at higher levels of maturity without sacrificing agility. Agile maturity models (AMM), which are aligned to agile principles encourage continuous improvement while maintaining agility. Methodology: The study employs a conceptual model based on an existing agile maturity model that is related to perceived project success. Using an objectivist perspective, a quantitative method was employed to analyze the results of an online survey of agile practitioners. Contribution: The significant contribution from this research is the validation of the conceptual model relating the activities and maturity levels of the AMM as the independent variables to the dependent variable of perceived project success. Findings: The data analysis found that a significant positive correlation exists between maturity levels and perceived project success. The strongest correlation was found at the highest maturity level, with relatively weaker correlation at the lower levels of maturity. It can thus be concluded that a higher level of maturity in the AMM is positively associated with perceived project success. Recommendations for Practitioners: The study has practical implications in highlighting that performance management, requirements management, regular delivery and customer availability are key areas to focus on to establish and continually improve the success of agile implementations. This study further assists practitioners in systematically identifying the critical agile activities, such as the use of story cards, continuous delivery and the presence of a knowledgeable customer. Recommendation for Researchers: The contributions of this study for academics is the confirmation of the maturity model developed by Patel and Ramachandran (2009a). This study also shows the association between the individual activities within the maturity levels as well as the maturity levels and the perceived project success, addressing a gap in literature relating these concepts. Future Research: It would be useful to replicate this study whilst following a qualitative approach. The study could also be replicated with a sample consisting of agile project customers.

Open Innovation Maturity

2012 ◽  
Vol 2 (1) ◽  
pp. 92-111 ◽  
Author(s):  
Hagen Habicht ◽  
Kathrin M. Möslein ◽  
Ralf Reichwald
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Maturity Model ◽  
Management Framework ◽  
Individual Level ◽  
Capability Maturity ◽  
Good To Great ◽  
Parallel Case ◽  
The Individual ◽  
Multidimensional Concept

Many firms are eager to tackle the challenge of moving from good to great innovators with the help of open innovation. However, a considerable number of open innovation projects fail because firms are not ready to fully engage in open innovation. They lack knowledge about how to manage its multiple facets. Drawing on a capability maturity approach, the authors propose a competence management framework to support the development of open innovation maturity – an organization’s excellence in conducting open innovation. Management categories and maturity levels are inductively identified and reflected in the context of prominent literature. The resulting Open Innovation Maturity model is based on insights from 12 parallel case studies and two open innovation pilots covering the software and the airport industry. Empiric results show that competences on the process level and on the individual level impact the success of open innovation. Hence, Open Innovation Maturity is a multidimensional concept describing the overall capacity of a firm to successfully engage in and make use of open innovation.

Planning Knowledge for Phased Rollout Projects

2007 ◽  
Vol 38 (3) ◽  
pp. 45-60 ◽  
Author(s):  
Douglas C. Bower ◽  
Derek H. T. Walker
Keyword(s):  
Organizational Learning ◽  
Conceptual Model ◽  
Action Learning ◽  
Real Life ◽  
Learning Opportunities ◽  
Project Managers ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Management Change ◽  
Capability Maturity

This paper explores how projects that can be considered as repeatable and replicable in a sequence of deliverables over a period of time can be planned and executed (rolled out) in a way that maximizes knowledge transfer and production from one execution to the next. A variety of management disciplines were reviewed to understand the way that project and program rollouts are treated in IT, product development, organizational learning, and manufacturing literature. These reviews enabled the development of a conceptual model to describe how planning and implementing the rollout of a product or service can be more knowledge-focused and an accompanying capability maturity model. Several examples from real life, including one experienced by one of the authors, were used to illustrate and test the conceptual model. The model integrates knowledge management, change control, and planning in a way that can develop organizational learning and the authors assert that this can improve productivity and both tangible and intangible returns to those that follow the model. An accompanying capability maturity model is also presented. The conceptual model, while initially tested against several real-life cases, needs to be tested against a new set of projects as an action learning research project in order to more fully develop knowledge of the dynamics of learning and improvement in rollout projects. The implication is that when project managers undervalue important learning aspects of phased rollouts, they may miss important organizational learning opportunities.

scholarly journals Technology maturity assessment of micro and nano manufacturing processes and process chains

2017 ◽  
Vol 232 (8) ◽  
pp. 1362-1383 ◽  
Author(s):  
Pierre C Vella ◽  
Stefan S Dimov ◽  
Roussi Minev ◽  
Emmanuel B Brousseau
Keyword(s):  
Software Engineering ◽  
Systematic Approach ◽  
Capability Maturity Model ◽  
Manufacturing Processes ◽  
Maturity Model ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
Process Chains ◽  
Manufacturing Technologies ◽  
The Individual

This article presents a systematic approach for assessing the maturity of manufacturing technologies. A methodology is proposed that is based on modelling the capability of the individual processes and technology interfaces between them. It is inspired by a capability maturity model which has been applied successfully in the field of software engineering. The methodology was developed to assess the maturity levels of individual processes and the combined maturity of pairs or chains of processes. To demonstrate its validity, it was applied for assessing the maturity of technologies in the micro and nano manufacturing domain. The results demonstrated its applicability as a tool for evaluating the maturity of micro and nano manufacturing pairs and their constituent processes. Also, it was shown that the methodology can be employed for identifying process pairs, suitable for integration in process chains, together with their potential weaknesses.

Individual difference factors related to anthropomorphic tendency

2016 ◽  
Vol 50 (5/6) ◽  
pp. 973-1002 ◽  
Author(s):  
Kate Letheren ◽  
Kerri-Ann L. Kuhn ◽  
Ian Lings ◽  
Nigel K. Ll. Pope
Keyword(s):  
Individual Difference ◽  
Online Survey ◽  
Individual Characteristics ◽  
Future Research ◽  
Content Type ◽  
Individual Level ◽  
Personal Connection ◽  
Experiential Thinking ◽  
Psychology Literature ◽  
The Individual

Purpose This paper aims to addresses an important gap in anthropomorphism research by examining the individual-level factors that correlate with anthropomorphic tendency. Design/methodology/approach The extant psychology, marketing and consumer psychology literature is reviewed, and eight hypotheses devised. Data from 509 online survey respondents are analysed to identify individual characteristics associated with anthropomorphic tendency. Findings The results reveal that anthropomorphic tendency varies by individual and is significantly related to personality, age, relationship status, personal connection to animals and experiential thinking. Research limitations/implications This paper extends on recent research into the individual nature of anthropomorphic tendency, once thought to be a universal trait. Given that this paper is the first of its kind, testing of further traits is merited. It is suggested that future research further examine personality, as well as other elements of individual difference, and test the role of anthropomorphic tendency in the development of processing abilities with age. Practical implications Findings show that anthropomorphic tendency may prove to be a key variable in the segmentation of markets and the design of marketing communications, and that younger, single, more creative, conscientious consumers are an appropriate target for anthropomorphic messages. The importance of personal connection to animals, as well as experiential thinking, is also highlighted. Originality/value Given the importance of anthropomorphic tendency for the processing of messages involving non-human endorsers, as well as the formation of relevant attitudes and behaviours, this paper fulfils an identified need to further understand the characteristics of those high on this tendency.

Influence of organizational life cycle on performance management design in the software industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salete Verginia Fontana Baiochi ◽  
Guilherme Corredato Guerino ◽  
Gislaine Camila Lapasini Leal ◽  
Renato Balancieri ◽  
Syntia Lemos Cotrim ◽  
...  
Keyword(s):  
Life Cycle ◽  
Software Development ◽  
Performance Management ◽  
Project Performance ◽  
Structural Equations ◽  
Maturity Model ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Content Type ◽  
Capability Maturity

PurposeThis work investigates the influence of the organizational life cycle (OLC) on the performance management system (PMS) design and the performance of projects in Brazilian industries of software development.Design/methodology/approachThe study employed descriptive statistics and structural equations modeling on the data and information obtained from 115 Brazilian industries of software development with maturity in project management. Data collection was carried out through a survey applied to managers of the organizations mapped and certified by management maturity models Brazilian software process improvement (MPS-BR) or capability maturity model integration (CMMI).FindingsResults revealed that OLC influences the PMS design dimensions (scope, aggregation and opportunity) and project performance. Regarding effects observed on the performance of projects, only the scope dimension's influence was validated by the analyses, and the other dimensions were not significant considering the investigated sample.Originality/valueThe paper shows evidence of how OLC can influence PMS design and project performance. The analyses can help managers to improve their actions in the PMS design, increasing confidence and generating more robust and sustainable results in the business model.

Promoting desirable work attitudes and behaviors among accountants: a field study

2020 ◽  
Vol 35 (10) ◽  
pp. 1591-1604
Author(s):  
Enoch Kusi Asare ◽  
J. Lee Whittington ◽  
Robert Walsh
Keyword(s):  
Performance Management ◽  
Affective Commitment ◽  
Online Survey ◽  
Management Practices ◽  
Work Attitudes ◽  
Work Outcomes ◽  
Future Research ◽  
Content Type ◽  
Attitudes And Behaviors ◽  
And Behaviors

Purpose Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants. Design/methodology/approach A total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses. Findings Enhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants. Research limitations/implications Further studies are necessary to test the study’s findings. Future research should focus on replicating this study in other settings. Practical implications Performance planning and implementation are critical to enhancing accountants’ work attitudes and behaviors. Originality/value The accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).

scholarly journals Elevate Project Success Rate with Right Judgement of Complexity and Skill Competency Gap

2019 ◽  
Vol 8 (4) ◽  
pp. 12898-12906
Keyword(s):  
Project Management ◽  
Phase I ◽  
Phase Ii ◽  
Project Success ◽  
False Positive Rate ◽  
Maturity Model ◽  
Dimensional Solution ◽  
Capability Maturity ◽  
Project Complexity ◽  
Unique Approach

Software project management constantly keep fighting triple constraint of Quality, Schedule and Time. Failures are due to poor visibility of Project complexity and incorrectly estimating right skilled team. The project success rates are constantly falling in spite of implementing various project management principles involving waterfall, Scrum, Scaled Agile framework (SAFe), etc. The approach taken to estimate the team composition are based on non-contextual, unscientific methodology based on previous project experiences by the team. As our study found that, every organization had its unique approach to derive root cause of their failures and had custom-built estimation templates. A deep-rooted empirical research is under taken here addressed around three Capability Maturity Model (CMM) level 5 organizations. Often complexity is under-estimated and this is the enemy of software estimation. If this hypothesis is right, complexity metric can forecast the depth of estimation challenges and can help in prioritizing task and various intricate efforts needed and thereby deduce the appropriate team to navigate toward project success. Our Research was under taken in below two phases: Phase I - To investigate and address poor project complexity definition through quantification of project complexity Phase II - To derive metric around skill-capability Index in conjunction with project complexity. In Phase I, interviews and deliberation techniques were leveraged involving senior software practitioners. In Phase II, evaluation of the unsuccessful projects from the initiation until operational stage was carried out. Combining the phase I and II results, overall reasons contributing to incorrect mapping of skilled staffing was found. This paper presents two research contributions, firstly an approach to uncover poor estimation of skilled staff for a project with correct complexity mapping, secondly skill-competence index in line with project complexity quantification as a multi-dimensional solution to overcome project failures. Proposed model was found to be productive in real projects; in addition, the results showed that complexity metric estimated with this unique approach had low false positive rate and minimal deviations in project outcomes.

scholarly journals Determinants Analysis of Organizational Citizenship Behaviors

2018 ◽  
Vol 14 (2) ◽  
pp. 234
Author(s):  
Nadia Motii ◽  
Adam Chati
Keyword(s):  
Performance Management ◽  
Organizational Citizenship ◽  
Contextual Performance ◽  
Individual Performance ◽  
Organizational Citizenship Behaviors ◽  
Qualitative Inquiry ◽  
Future Research ◽  
Citizenship Behaviors ◽  
Private Companies ◽  
The Individual

The purpose of this work is to identify the most representative components and dimensions of the Organizational Citizenship Behaviors within the Moroccan context. The first phase of this paper lies on a theoretical framework defining the individual performance concept, and then we will emphasize the different Organizational Citizenship Behaviors' theories. The method involves an exploratory qualitative inquiry based on directive interviews with executives working in the private companies located in the region of Rabat. The present study reassessed the finding of the existing theories in a purposive sample and in a different context. By identifying the different components of the contextual performance within the Moroccan context we can link several organizational behaviors in the same model, which will pave the way to a confirmatory study. This will allow for more organizationnal consideration of contextual performance and may direct future research on performance management.

scholarly journals A Systematic Literature Review of Agile Maturity Model Research

10.28945/3666 ◽  
2017 ◽  
Vol 12 ◽  
pp. 053-073 ◽  
Author(s):  
Vaughan Henriques ◽  
Maureen Tanner
Keyword(s):  
Software Process Improvement ◽  
Research Direction ◽  
Research Trend ◽  
Future Research ◽  
Maturity Model ◽  
Maturity Models ◽  
Capability Maturity ◽  
Model Research ◽  
Research Themes ◽  
Organizational Focus

Background/Aim/Purpose: A commonly implemented software process improvement framework is the capability maturity model integrated (CMMI). Existing literature indicates higher levels of CMMI maturity could result in a loss of agility due to its organizational focus. To maintain agility, research has focussed attention on agile maturity models. The objective of this paper is to find the common research themes and conclusions in agile maturity model research. Methodology: This research adopts a systematic approach to agile maturity model research, using Google Scholar, Science Direct, and IEEE Xplore as sources. In total 531 articles were initially found matching the search criteria, which was filtered to 39 articles by applying specific exclusion criteria. Contribution:: The article highlights the trends in agile maturity model research, specifically bringing to light the lack of research providing validation of such models. Findings: Two major themes emerge, being the coexistence of agile and CMMI and the development of agile principle based maturity models. The research trend indicates an increase in agile maturity model articles, particularly in the latter half of the last decade, with concentrations of research coinciding with version updates of CMMI. While there is general consensus around higher CMMI maturity levels being incompatible with true agility, there is evidence of the two coexisting when agile is introduced into already highly matured environments. Future Research: Future research direction for this topic should include how to attain higher levels of CMMI maturity using only agile methods, how governance is addressed in agile environments, and whether existing agile maturity models relate to improved project success.

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