Infrastructure Management Process Maturity Model: Development and Testing

© 2020, © 2020 Taylor & Francis. We develop an Identity and Access Management (IAM) process maturity model and provide a first assessment of four organizations in Germany’s financial industry. We find that the assessed organizations show merely average IAM maturity levels, and especially lack maturity and compliance in user registration and logging and tracking. Information technology (IT) managers, consultants, and auditors can use the model to (self)-audit, compare, or benchmark IAM process maturity, or identify weaknesses in organizations’ IAM processes.

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Assessing Identity and Access Management Process Maturity: First Insights from the German Financial Sector

10.26686/wgtn.13087901.v1 ◽

2020 ◽

Author(s):

A Schrimpf ◽

Andreas Drechsler ◽

K Dagianis

Keyword(s):

Information Technology ◽

Financial Sector ◽

Management Process ◽

Maturity Model ◽

Financial Industry ◽

Access Management ◽

Process Maturity ◽

It Managers

© 2020, © 2020 Taylor & Francis. We develop an Identity and Access Management (IAM) process maturity model and provide a first assessment of four organizations in Germany’s financial industry. We find that the assessed organizations show merely average IAM maturity levels, and especially lack maturity and compliance in user registration and logging and tracking. Information technology (IT) managers, consultants, and auditors can use the model to (self)-audit, compare, or benchmark IAM process maturity, or identify weaknesses in organizations’ IAM processes.

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Architecting an Advanced Maturity Model for Business Processes in the Gig Economy: A Platform-Based Project Standardization

Economies ◽

10.3390/economies9040176 ◽

2021 ◽

Vol 9 (4) ◽

pp. 176

Author(s):

Arfive Gandhi ◽

Yudho Giri Sucahyo

Keyword(s):

Business Processes ◽

Empirical Test ◽

Model Development ◽

Three Dimensions ◽

Business Continuity ◽

Maturity Model ◽

Maturity Level ◽

Gig Economy ◽

Development Phases ◽

Target Platform

The business continuity of the gig economy is strongly driven by the operator’s ability to manage the maturity of business processes. Moreover, projects in the gig economy are risky due to the lack of monitoring and involvement of actors’ profiles. When business processes become mature as the target, platform-based project results can satisfy actors’ expectations. To reach targeted maturity, operators need to standardize their business processes. This standardization is actualized in a maturity model as a benchmark and guideline tool. It exposes how mature the current business processes are and the required improvements. This research aims to construct a maturity model systematically and comprehensively to encourage operators in the gig economy (as the model user) to improve the products and services delivered. This research has constructed a new maturity model for business processes using the maturity model development phases initiated by de Bruin et al. It explores the gig economy ecosystem in Indonesia. This research initiates the maturity model by collecting 48 factors in the gig economy. It continues by composing 13 determinant candidates as representations of the factors. After an empirical test involving 200 people (consisting of gig worker, client, and operator) and two iterations of mixed-method validation involving 16 experts, this research generates ten determinants classified into three dimensions: actors, platforms, and transactions. The maturity level of each determinant is measured to indicate its position toward digital business continuity.

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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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Assessing The Maturity Level Of Information Technology Management Process In A Romanian Company

International Journal of Management & Information Systems (IJMIS) ◽

10.19030/ijmis.v18i3.8706 ◽

2014 ◽

Vol 18 (3) ◽

pp. 201 ◽

Cited By ~ 1

Author(s):

Minodora Ursacescu

Keyword(s):

Information Technology ◽

Business Strategy ◽

Practical Implication ◽

It Management ◽

Management Approach ◽

Management Process ◽

Maturity Model ◽

Maturity Level ◽

Capability Maturity ◽

Functional Perspective

Since the 1990s, organizations have gradually become involved in the transformation of their information technology (IT) management process. In order to determine the direction of IT development in correlation with business needs, a consolidated management approach is imposed. This paper aims to provide a comprehensive assessment of the maturity level of IT management process in an organization. For this purpose, an empirical study in a Romanian public service company was done by using the benchmarking technique and Capability Maturity Model to describe the maturity level of IT management process. Four benchmarking classes, including a number of 24 benchmarks, were taken into account to focus on the main key issues - IT management strategy and IT planning; alignment of business strategy, IT strategy, organizational structure, and IT infrastructure; and information systems security management. The study reveals that the IT management process is mainly focused on technological dimension and less on the managerial one. It was observed that IT managers have a low awareness of managerial skills in planning, organizing, controlling, and leading the IT activities. Practical implication of the study presents two major issues: 1) on one hand, the need to approach a transversal vision in managing the IT process by aligning it to a complex set of choices, reflecting both a strategic and functional perspective and, 2) on the other hand, this study may be useful for managers looking to improve management of the IT department as well as the quality of their services. The study also indicates specific recommendations to refine the IT management process of Romanian companies.

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Artificial intelligence maturity model: a systematic literature review

PeerJ Computer Science ◽

10.7717/peerj-cs.661 ◽

2021 ◽

Vol 7 ◽

pp. e661

Author(s):

Raghad Baker Sadiq ◽

Nurhizam Safie ◽

Abdul Hadi Abd Rahman ◽

Shidrokh Goudarzi

Keyword(s):

Artificial Intelligence ◽

Systematic Approach ◽

State Of The Art ◽

Model Development ◽

Significant Proportion ◽

Maturity Model ◽

Methodological Issues ◽

Maturity Models ◽

Essential Contribution ◽

Review State

Organizations in various industries have widely developed the artificial intelligence (AI) maturity model as a systematic approach. This study aims to review state-of-the-art studies related to AI maturity models systematically. It allows a deeper understanding of the methodological issues relevant to maturity models, especially in terms of the objectives, methods employed to develop and validate the models, and the scope and characteristics of maturity model development. Our analysis reveals that most works concentrate on developing maturity models with or without their empirical validation. It shows that the most significant proportion of models were designed for specific domains and purposes. Maturity model development typically uses a bottom-up design approach, and most of the models have a descriptive characteristic. Besides that, maturity grid and continuous representation with five levels are currently trending in maturity model development. Six out of 13 studies (46%) on AI maturity pertain to assess the technology aspect, even in specific domains. It confirms that organizations still require an improvement in their AI capability and in strengthening AI maturity. This review provides an essential contribution to the evolution of organizations using AI to explain the concepts, approaches, and elements of maturity models.

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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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