Capability Maturity Model Integration Research Articles

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries, encompassing common elements such as customer interactions, supply chain management, and operational workflows. Conceptual models form the foundational framework by articulating key principles, methodologies, and best practices for BPR initiatives. One prominent conceptual model is the Business Process Reengineering (BPR) methodology, which advocates for radical redesign rather than incremental improvement of processes. This approach emphasizes fundamental questioning of existing practices, aiming to achieve dramatic enhancements in efficiency, quality, and customer satisfaction. Another influential model is the Capability Maturity Model Integration (CMMI), which provides a roadmap for organizations to systematically improve their processes by advancing through defined maturity levels. Practical executions of cross-industry frameworks entail the translation of conceptual models into actionable strategies tailored to specific organizational contexts. This involves a multifaceted approach encompassing process analysis, stakeholder engagement, technology integration, and change management. Process analysis entails mapping current workflows, identifying bottlenecks, and pinpointing areas for optimization. Stakeholder engagement is crucial for garnering buy-in and fostering a culture of continuous improvement. Technology integration plays a pivotal role in modern BPR initiatives, leveraging digital tools such as business process management (BPM) software, data analytics, and robotic process automation (RPA) to streamline operations and enhance decision-making. Moreover, emerging technologies like artificial intelligence (AI) and blockchain offer new avenues for process innovation and optimization. Change management constitutes a critical component of practical executions, as BPR initiatives often entail significant organizational transformation. Effective change management involves communication, training, and leadership support to mitigate resistance and facilitate smooth transition. Real-world applications exemplify the effectiveness of cross-industry frameworks in driving tangible business outcomes. Case studies spanning diverse sectors, including manufacturing, healthcare, finance, and retail, demonstrate how organizations have leveraged BPR to achieve breakthrough improvements in efficiency, cost reduction, and customer satisfaction. In the manufacturing sector, for instance, companies have adopted lean manufacturing principles to streamline production processes, minimize waste, and enhance flexibility. In healthcare, BPR initiatives have led to streamlined patient care pathways, reduced administrative burdens, and improved clinical outcomes. Financial institutions have leveraged BPR to optimize loan approval processes, mitigate risk, and enhance regulatory compliance. Similarly, retailers have utilized BPR to optimize supply chain management, enhance omnichannel capabilities, and personalize customer experiences. Cross-industry frameworks for business process reengineering represent a potent paradigm for organizational transformation in today's dynamic business landscape. By integrating conceptual models with practical executions, these frameworks empower organizations to enhance operational efficiency, drive innovation, and maintain competitive advantage across diverse sectors.

Improvement of Data Operations Management using CMMI and DMBOK in Soekarno-Hatta Meteorology Station

Soekarno-Hatta Meteorology Station is a Technical Implementation Unit within Badan Meteorologi, Klimatologi, dan Geofisika (BMKG). It has the duties to manage, and process data for safety, regulation, and aviation navigation efficiency by distributing the processed data to their stakeholder, such as Air Traffic Service (ATS), flight operators, and pilots. Furthermore, research was also conducted in the station regarding the creation of Aerodrome Climatological Summary (ACS) annually. Loss of flight document data occurred in 2019 due to a ransomware attack, causing the cessation of the data operation process on the flight document. Unfortunately, there is no data recovery resulting in the unavailability of flight document data. This accident is very crucial because flight document data should not be lost within a 30-day timeframe as it is needed in case of any flight accident mechanism. It shows that Data Operations Management needs to be improved to support the business process. This study aims to evaluate the maturity level of data operations management in Soekarno-Hatta Meteorology Station by a conceptual model based on DAMA-DMBOK and the level of maturity is assessed using the Capability Maturity Model Integration (CMMI). The result showed that the average activity reaches level 2. Six activities are at level 1, namely obtaining externally sourced data, plan for data recovery, set database performance service levels, archive, retain, and purge data, support specialized database inventory and track data technology licenses, support data technology usage and issues. The rest of the activities will require action to improve their maturity level as given in the recommendation.

Productivity development enablers in the infrastructure sector: capability maturity model integration approach

PurposeInsufficient productivity development in the global and Finnish infrastructure sectors indicates that there are challenges in genuinely achieving the goals of resource efficiency and digitalization. This study adapts the approach of capability maturity model integration (CMMI) for examining the capabilities for productivity development that reveal the enablers of improving productivity in the infrastructure sector.Design/methodology/approachCivil engineering in Finland was selected as the study area, and a qualitative research approach was adopted. A novel maturity model was constructed deductively through a three-step analytical process. Previous research literature was adapted to form a framework with maturity levels and key process areas (KPAs). KPA attributes and their maturity criteria were formed through a thematic analysis of interview data from 12 semi-structured group interviews. Finally, validation and refinement of the model were performed with an expert panel.FindingsThis paper provides a novel maturity model for examining and enhancing the infrastructure sector’s maturity in productivity development. The model brings into discussion the current business logics, relevance of lifecycle-thinking, binding targets and outcomes of limited activities in the surrounding infrastructure system.Originality/valueThis paper provides a new approach for pursuing productivity development in the infrastructure sector by constructing a maturity model that adapts the concepts of CMMI and change management. The model and findings benefit all actors in the sector and provide an understanding of the required elements and means to achieve a more sustainable built environment and effective operations.

ISO 9001:2015 and Capability Maturity Model Integration 3.0 in Software Development Project

Integration between Capability Maturity Model Integration (CMMI) 3.0 and ISO 9001 can provide several significant benefits to organizations seeking to improve the quality, efficiency, and maturity of their processes. CMMI and ISO 9001 can be integrated framework as guidance and evaluation. ISO 9001 promotes a risk-based approach, while CMMI helps in measuring process capability. Literature review conducted between 2018-2023 that indicates five researches regarding ISO 9001 and CMMI for software development. This study aims to integrate the ISO 9001:2015 standard with the CMMI 3.0 model. Selected CMMI 3.0 Practice Area PLAN, EST, CM, RDM, SAM, PQA, and MC are mapped in clause 8, while only RSK is mapped in clause 6. This study can be developed by mapping other Practice Area of CMMI and other standard.

Retracted: Optimal Allocation of Human Resource Structure Based on Capability Maturity Model Integration

Retracted: Optimal Allocation of Human Resource Structure Based on Capability Maturity Model Integration

Unified Data Analytics Platform For Financial Sector Using Big Data

Organizations in today's data-driven digital economy are seeking ways to leverage the immense value of massive amounts of information so as to make more informed decisions. They are able to not only uncover new prospects, but also learn more and improve their performance thanks to big data analytics. Although many businesses have poured resources into big data analytics projects, most have failed to reap the benefits. While there has been a lot of research into the topic of big data analytics, relatively little is known about the strategies that organizations use to merge the various aspects of this discipline. The authors of this paper attempt to solve the problem by developing a comprehensive big data analytics maturity model that can be used by executives to evaluate their own proficiency levels and plan for future development. In this research, we combined traditional quantitative techniques with qualitative meta-synthesis. To begin, we conducted an extensive literature search to catalog the skills and procedures associated with big data analytics maturity. Later, using a quantitative survey method, experts' perspectives on the proposed fundamental skills and practices were analyzed and graded. Finally, a focus group was used to allocate the capabilities to maturity levels according to their priority of deployment, taking into account the architecture of the big data analytics maturity model. We propose a model with four primary capabilities, nine key dimensions (KDs), and five stages of development. Its framework is CMMI-based, which stands for "capability maturity model integration." Questionnaires and focus groups were used to illustrate the big data maturity model. As a guide for effective adoption of big data analytics, we provide the capabilities and KDs, together with their suggested deployment order and weight in the maturity model. Using the offered methodology, businesses may assess their current big data analytics capabilities and steer themselves toward the most effective paths for improvement. Because of this, it enables managers to assess their strengths and weaknesses and establish investment objectives. This work uses a meta-synthesis, which hasn't been done in this subject before, to create an extensive maturity model. The proposed method makes substantial contributions to large data research, and it is both descriptive and prescriptive. A framework is presented in this paper for evaluating different big data analytics projects and settling on a coherent plan of action for their future growth and development.

Requirement elicitation model for global software development vendors

AbstractRequirements elicitation is critical phase of software development that involve direct communication of clients and vendors. In global software development (GSD), importance of requirements elicitation becomes more critical due to geographical distance. The aim of this research is to design and implement requirement elicitation model (REM) where GSD organization can evaluate their organizations and can classify their level of implementation where organization lies. Systematic literature review (SLR) was conducted for the identification of critical success factors (CSFs) from a sample of 70 research articles. Furthermore, the identified CSFs are organized into five levels based on Capability Maturity Model Integration (CMMI) and Software Outsourcing Vendors' Readiness Model (SOVRM). A second SLR was conducted for identifying all possible practices for the implementation of CSFs. To validate the findings of SLR and to find more practices in the view of industrial practitioners for the identified CSFs, a questionnaire survey was conducted in the GSD organizations in which 35 experts, from different countries, contributed. For REM evaluation, we have conducted two case studies. The outcome analysis after conducting case studies confirms that our assessment framework is easier to understand, apply, and successfully critic the strengths and weaknesses of organizations during requirements elicitation in GSD.

Beyond Session Counting: A Program Development Model for Information Literacy in a Liberal Arts College

ABSTRACT Academic librarians have long struggled to evaluate, report, promote and grow library services in order to effect positive changes in curricula. Metrics reported to faculty and administration generally include how many information literacy sessions are taught, how many students were present, and what subject areas were taught. However, merely counting information literacy sessions does not convey goals, opportunity, or progress. The Information Literacy Program Development Model (ILPDM) described in this article demonstrates how academic librarians at a small, liberal arts college moved beyond counting the number of information literacy sessions as a measure of value by clearly defining what a successful information literacy program should look like, and by demonstrating the impact, strengths, and limitations of a developing information literacy program. The model further allows librarians to track progress and identify opportunities for information literacy in each department and program across campus, and provides focal points for goal setting, outreach, and assessment. The model is adapted from the software industry’s Capability Maturity Model (CMM), later known as the Capability Maturity Model Integration (CMMI), which tracks the evolution of complex processes along a continuum of five development levels.

ПРОЦЕС УПРАВЛІННЯ РИЗИКАМИ В ІТ-ПРОЄКТАХ

The purpose of the article is to study the process of project risk management and develop recommendations for its adaptation for IT projects. In the sphere of project management in the formation of project risk management process most often relies on international standards. The article presents an overview of the process of project risk management according to the standards: Project Management Body of Knowledge (PMBOK), International Organisation for Standardisation (ISO); Projects in Controlled Environments (PRINCE2). It is determined that the presented standards are sufficiently structured and can be applied to risk management in various projects, including those in the field of information technologies. The peculiarities of the risk management process in IT projects in accordance with the Microsoft Solutions Framework methodology are disclosed. It focuses on the formation of risk management process in projects in accordance with the Risk Management Maturity Model; Capability Maturity Model Integration (CMI); Maturity Level of Risk Management in IT Projects. IT projects have specific characteristics, and market competition, customer requirements, rapid development of technologies, team qualification – all this requires adaptability to the formation of the risk management process. When forming a risk management process in IT projects, especially in IT startup projects, the choice of a standard, methodology, or a combination of them (individual sections) should take into account the specifics of the project, project team, management, corporate culture, segment and market conditions, stakeholders, qualification of specialists engaged in risk management. In order to improve the effectiveness of risk management in IT projects, it is recommended that IT companies create structural and infra-red elements of risk management, namely: to attract risk management specialists; to develop job descriptions that define their functional duties and responsibilities; to develop corporate standards for risk management.

Cloud Knowledge Capability Maturity Model Integration and Evaluation Method Using a Cloud Knowledge Management System

Many small and medium-sized enterprises have a scattered business type, uncertainty in the business process, and insufficient knowledge management. Our objective is to help small and medium-sized enterprises effectively use knowledge property and improve software implementation efficiency. We propose cloud knowledge capability maturity model integration (CK-CMMI) to address different types of business, strengthen the internal connection of each business procedure, and realize the real-time online maturity assessment. We design a cloud knowledge management system (CKMS) that combines the advantages of knowledge management (KM) and capability maturity model integration (CMMI). CKMS uses informatization to facilitate process definition and project implementation. Furthermore, it can build a cloud knowledge base to implement support for processes. To assess the validity of CK-CMMI and CKMS, we applied them in a software enterprise in South China. We found that our system kept the average rate of overdue projects below 37% compared with the previous rate of 126%. Moreover, according to MATLAB simulation results, 70%-90% of the company's projects are supported by the knowledge base and the overall development period is shortened by approximately 50%.

Maturity levels of management process for improving industrial performance

In an increasingly varied and dynamic world, staying competitive and meeting the growing demands of customers and the market has become a real challenge for any company that strives for excellence. Therefore, adopting a performance management system is an essential decision to face unexpected market changes. Thus, the quality must be projected on the approaches and the practices mainly characterized by a high degree of maturity, which gives the company the ability to achieve continuous process improvements and meet the expressed and implicit needs of customers. However, other tools can help develop a sense of strong responsibility toward performance in its global definition and at all hierarchical levels of the company. The main contribution of this work is adapting a maturity model to assess management processes in manufacturing industries inspired by the "Capability Maturity Model Integration CMMI". In this work, a survey of Moroccan industries of different sizes operating in different sectors of activity is conducted, to define their maturity levels and their relationship with different types of industrial management.

Requirement engineering problems impacting the quality of software in Sub-Saharan Africa

Poor software quality has led to tremendous financial losses, necessitating the goal of this study. This study aimed to find out the major cause of poor quality of software and propose solutions to mitigate the problem. Histogram analysis was conducted using data from software development firms’ online applications used to track all defects and issues for each project, which are logged under a unique project ID. The requirement engineering stage was found to produce the most problems that directly or indirectly impact software quality. The capability maturity model integration, prototyping, ISO 9001, Walkthroughs, and Formal Inspections were proposed as solutions that could be used to mitigate the software quality problems that arise from the requirement engineering stage in the software development life cycle.

Software integration model: An assessment tool for global software development vendors

AbstractThe trend toward global software development (GSD) has grown tremendously in recent years because of the rapid acceleration in information and communication technologies (ICTs). The reason for the changing trend toward GSD is to develop high‐quality software with minimum cost and time with round the clock. Despite the benefits gained from GSD, there are certain challenges associated with it. Literature reveals that software integration is an integral challenge in the GSD domain and vendors face numerous difficulties in integrating the software components to build the final product. The main aim of this research study is to develop a software integration model (SIM) that will assist GSD vendors to address the factors linked with various stages of software integration. This model is basically designed for GSD vendor organizations to assess and improve their software integration‐related activities. However, it is also beneficial for GSD client organizations in getting knowledge about the status of the GSD vendor organization's software integration capabilities. The research design is composed of well‐known research strategies including systematic literature review (SLR), questionnaire survey, and case study approach. This research study yielded the SIM. We identified nine critical success factors (CSFs) and 10 critical barriers (CBs) in software integration through SLR‐1 by extracting the data from a sample of 105 papers. Similarly, we also identified a total of 132 practices/solutions, for the identified CSFs and CBs in software integration, through SLR‐2 from a sample of 40 papers. These identified factors and practices were validated from 96 global software industry experts/practitioners through online survey. The identified CSFs, CBs, and their associated practices have been arranged adequately across the six software integration levels of SIM. We have adapted SIM structure from capability maturity model integration (CMMI), implementation maturity model (IMM), and software outsourcing vendors readiness model (SOVRM). We also conducted six case studies in the software industry for SIM applicability and validity. The participants' feedback from the six case studies in GSD vendor's organizations portray that the SIM is beneficial for GSD vendors to assess their software integration capability.

Grading evaluation of non-API OCTG quality level based on working conditions

The non-API standard series of oil country tubular goods (OCTG) have been developed rapidly to meet the increasing demand of the oil and gas fields, while the frequent accidents of non-API OCTG still occur due to the lack of a perfect quality management system. In this paper, the main types, service conditions, and the current status of quality evaluation technology of non-API OCTG at home and abroad were introduced. For the quality problems of non-API OCTG during the domestic application, the needs of the industry development needs and continuous improvement of quality management system were taken into consideration. Based on the working conditions, the quantitative evaluation method of quality grading was built by the grading idea represented by capability maturity model integration (CMMI) based on the field working conditions. And an evaluation method, including process maturity level, items, indexes and procedures, was proposed and verified. The results showed that the average value and level of quantitative evaluation results of quality grading were 81.5 and C, respectively, which was in good accordance with the current status of non-API product management. The evaluation method is more quantitative and targeted, which would provide for the completeness of the non-API product quality management system with methodological support and theoretical reference.

Design of capability maturity model integration with cybersecurity risk severity complex prediction using bayesian-based machine learning models

Design of capability maturity model integration with cybersecurity risk severity complex prediction using bayesian-based machine learning models

Research on Strengthening Software Process Management and Becoming a Qualified Software Project Manager

With the continuous development of the Internet industry in recent years, traditional enterprises in various industries are gradually informatized, bringing new development opportunities to the software industry, the software market is expanding, facing a dramatic increase in software process management and software project management activities, the software industry for the software process and software project management gradually pay attention to it. How to choose a suitable software process to better meet the project requirements goals, software project managers as the core of the entire software project determine the success of the project, how to strengthen the software process management and how to become a qualified project manager, so as to ensure the overall progress and quality of the software project, are worth to study and research. In this paper, we outline some core concepts of software process and its management, introduce software organization and management methods, and provide an integrated, three-dimensional software reform framework provided by PSP (Personal Software Process), TSP (Team Software Process), and CMM (Capability Maturity Model Integration for Software) and RUP (Rational Unified Process)-based process model. Outlines the concept of project management and refinement to software project management in the software industry, for the role of software project manager, analyze its importance from multiple perspectives such as schedule, personnel, resources and communication, and refine its software project management related activities methods to better meet the needs of modern software management.

Toward a Maturity Model for Big Data Analytics: A Roadmap for Complex Data Processing

In the current data-driven digital economy, organizations attempt to harness big data power to make their decisions better. The big data analytics assist them not only to identify new opportunities but extract knowledge and obtain better performance. Despite a huge investment in big data analytics initiatives, the majority of organizations have failed to successfully exploit their power. Although big data analytics have received considerable research attention, a little has been done on how organizations implement strategies in order to integrate the different dimensions of big data analytics; hence, a roadmap is required to navigate these technological initiatives. This paper is also an attempt to overcome this challenge by developing a comprehensive big data analytics maturity model to help managers evaluate their existing capabilities and formulate an appropriate strategy for further progress. A mixed-method was applied in this research using a qualitative meta-synthesis approach. For this purpose, first, a systematic literature review was conducted to identify the capabilities and practices of big data analytics maturity. Then the proposed key capabilities and practices were assessed and prioritized based on the opinions of experts using the quantitative survey method. Finally, considering the architecture of the big data analytics maturity model, the capabilities were assigned to maturity levels according to their priority of implementation using a focus group. The proposed model is comprised of four main capabilities, nine key dimensions (KDs) and five maturity levels based on the capability maturity model integration (CMMI) architecture. A questionnaire and a focus group were used to present the big data maturity model. The capabilities and KDs, as well as their implementation order and weight in the proposed maturity model are presented as a roadmap for implementing big data analytics effectively. The proposed model enables organizations to assess their current big data analytics capabilities and navigate them to select appropriate strategies for their improvement. Due to its nature, it allows managers to find their strong and weak points and identify investment priorities. This study provides a comprehensive maturity model using a meta-synthesis which has not been used in this field so far. The proposed model is both descriptive and prescriptive and has a significant theoretical contribution to big data researches. The paper provides a mechanism to benchmark big data analytics projects and develop an appropriate strategy in terms of progress.

Role of Capability Maturity Model Integration (CMMI) in Software Process Improvement

Role of Capability Maturity Model Integration (CMMI) in Software Process Improvement

A benchmarking program to support software process improvement adaptation in a developing country, a Pakistan case.

BackgroundStandardization of software development processes using the software process improvement (SPI) frameworks like capability maturity model integration (CMMI) or the International Organization for Standardization (ISO) are vital for better performance and defect-free delivery of software engineering projects.ProblemThe studies from developing countries show that the organizations are unable to get the desired SPI benefits during early adaptation due to lack of benchmarking initiatives. These initiative needed bridging of the gap between major software engineering fields such as project performance, productivity, and SPI measurement metrics like effort, schedule, cost, productivity, quality, and customer satisfaction.MethodThis research quantifies SPI benefits by bridging the existing gaps and identifying a commonly defined set of 44 significant base metrics related to ESCPQC and applies a conceptual framework over the collected data of 62 projects from three leading software organizations.ResultThe results have quantified the “the introduction of change effect” and showed that the adaptation of SPI has shown SPI benefits like improved quality, customer satisfaction, and effort. In contrast, schedule metrics showed a high reduction at level 3 and again increased at high maturity levels values. The last benefits are communicated following a trustable mechanism.

EVALUASI SISTEM INFORMASI MANAJEMEN DAERAH – BARANG MILIK DAERAH MENGGUNAKAN FRAMEWORK ITIL PADA AREA SERVICE OPERATION DENGAN PENDEKATAN FRAMEWORK CMMI-SVC

In recent years , the Sistem Informasi Manajemen Daerah (SIMDA) – Barang Milik Daerah (BMD) server in Denpasar City had been down several times. These conditions can increase the risk of incidents in service delivery that have not been detected. In this study, an evaluation of SIMDA-BMD was carried out using the Information Technology Infrastructure Library (ITIL) framework version 3 especially the service operation area combined with the Capability Maturity Model Integration for Services (CMMI-SVC) framework with the goal approach. Users and administrators of SIMDA-BMD participated in the assessment as respondents. The questionnaire used a likert scale, then tested for validity and reliability. Technical data were obtained by interviewing the SIMDA-BMD managers. The data was assessed using the capability level of the CMMI-SVC framework. The results is one process area already meeting the target and one process area has one gap level. Recommendations according to the CMMI-SVC framework are prepared based on the requirements for meeting the target capability level. Recommendations in the ITIL framework are carried out through mapping critical success factors and key performance indicators. The resulted is one recommendation from CMMI-SVC framework and six recommendations from ITIL framework that validated using Focus group discussion.