The Design of Capability Maturity Model of IT Project Management Based on ERP

2011 ◽  
Vol 211-212 ◽  
pp. 656-660
Author(s):  
Ai Ping Tan ◽  
Ying Hui Zhang ◽  
Ming Li Liu
Keyword(s):  
System Development ◽  
Rapid Development ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Erp System ◽  
Capability Maturity ◽  
Industry Type ◽  
Management Capability ◽  
Management Ability ◽  
It Project

With the rapid development of information technology, IT industries and IT products has become a new vitality industry type of economic field. The management capability maturity Model (CMM) is an important to evaluation the management ability of a enterprise, and at present has been widely used. Using the theory of fuzzy mathematics to design a management capability maturity model of IT project, and make the comparative analysis according to the ERP system development process of the different IT enterprise.

IT Project Development using Capability Maturity Model

2016 ◽  
Vol 29 (4) ◽  
pp. 35-48
Author(s):  
Mousumi Kabir ◽  
Lazar Rusu
Keyword(s):  
Design Science ◽  
Science Research ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Project Development ◽  
It Projects ◽  
Development Environment ◽  
Large Company ◽  
Capability Maturity ◽  
It Project

In many research studies on IT project development process, the authors have noticed that different frameworks are used for this purpose. In fact, many companies choose specific frameworks to run their IT projects based on project type and face dissimilar problems during the execution. In this research the authors are presenting a framework for IT project development using Capability Maturity Model. The framework has been developed to improve the IT project development in a large company because of the lower rate of successfully IT projects in that company. To develop the framework, they have used design science research and evaluated this framework with the project managers from that large company. The result of this research is a framework for IT projects development that is based on generic Capability Maturity Model and is adapted to the specific needs of an IT project development environment. Moreover, the framework identifies for each key process area of IT project development, the goals and activities to be performed.

scholarly journals An Integrated Safety, Health and Environmental Management Capability Maturity Model for Construction Organisations: A Case Study in Ghana

Buildings ◽  
2021 ◽  
Vol 11 (12) ◽  
pp. 645
Author(s):  
Millicent Asah-Kissiedu ◽  
Patrick Manu ◽  
Colin Anthony Booth ◽  
Abdul-Majeed Mahamadu ◽  
Kofi Agyekum
Keyword(s):  
Environmental Management ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Construction Firms ◽  
Construction Companies ◽  
Capability Maturity ◽  
Management Capability ◽  
The Status ◽  
Level Scale ◽  
Management Capabilities

Safety, health and environmental (SHE) management is becoming a priority as construction companies (i.e., contractors) strive to reduce construction accidents and negative environmental impacts, conform to regulatory requirements, and sustain their competitiveness. Consequently, construction firms are expected to adopt and implement innovative SHE management systems to mitigate SHE risks effectively and efficiently. For construction firms to effectively do this, they need to have the adequate capability in respect of integrated SHE management. However, there is limited empirical insight regarding the integrated SHE management capabilities of construction companies. Furthermore, there is limited insight regarding the mechanisms for ascertaining the integrated SHE management capability of construction companies to guide such organisations towards SHE management excellence in their operations. Drawing on the capability maturity model integration (CMMI) concept, this study, by applying expert reviews (i.e., Delphi technique and the design methodology for capability maturity grids), developed an integrated Safety, Health and Environmental Management Maturity Model (iSHEM-CMM). The model offers capability maturity assessment on a five-level scale within five thematic categories and 20 integrated SHE management capability attributes. Based on an industrial validation by construction professionals, it is concluded that the maturity model is a useful assessment framework or tool for industry stakeholders, particularly construction firms, to evaluate the status of their current SHE management capabilities, identify strengths and improvement areas, and accordingly prioritise strategies/actions for improving their SHE management. Furthermore, clients who appoint construction companies could use the model as part of prequalification arrangements in selecting construction companies with an adequate SHE management capability.

People Capability Maturity Model and Human Resource Management Systems: Do they benefit each other?

2004 ◽  
Vol 23 (3) ◽  
pp. 179-190
Author(s):  
Oktay Türetken ◽  
Onur Demirörs
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Erp System ◽  
Capability Maturity ◽  
Key Process Area ◽  
People Capability Maturity Model ◽  
Key Process Areas

In this research, the degree of support of Human Resource Management System (HRMS) Suite of Oracle Applications ERP System for People Capability Maturity Model (P-CMM) is examined. The analysis is carried out through key practices of each key process area in P-CMM Levels. Each key process area (KPA) in second and third levels is mapped to the functionality provided by the HRMS. While the degree of support for Level 3 is not significantly different from the one provided for Level 2, the degree of support for each key process area in two levels shows considerable variation. The results of the analysis for the key process areas in second and third levels show that, despite some lack of functionalities in some of the key process areas, the HRMS provides utilities and functionalities that will facilitate and support the performance of most of the key process areas in second and third levels. However, the support for fundamental team processes is relatively limited and there is an opportunity for these systems to extend their functionalities towards these processes.

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