Key Process Areas Research Articles

Evaluation of Scrum Implementation and Recommendation Improvement in Software Development: a Case Study of Logistic Company XYZ

PT XYZ provides a digital platform for the national logistics ecosystem and is connected to a global network. PT XYZ applies Agile as a project management methodology so that each team member can focus on continuous improvement and delivering value to customers. The framework used is Scrum during software development to complete work in Agile. However, there are problems during software development, such as failing to meet the targeted deliverables. This research evaluates the implementation of Scrum in PT XYZ and provides recommendations for improving the software development process using Scrum Evaluation Metrics based on Scrum Guide 2020 and Essentials Scrum. The research utilized mixed methods, combining quantitative data collection through questionnaires with qualitative methods involving interviews with Scrum Master and stakeholders, followed by a review of company documents. The result was processed using the Agile Maturity Model's Key Process Area (KPA) rating. The research shows that overall, the KPA rating value of 87.39% is interpreted as Fully Achieved. Recommendations for improvement focused on 27 recommendations for 61 practices that were not Fully Achieved, with high priority given to 15 recommendations. This evaluation and recommendation aim to improve the implementation of Scrum in PT XYZ and overcome the problem of backlog targets not being achieved in the Fulfillment squad.

The Assessment of the Maturity of Informatization in Assembly-Building Projects Utilizing the CMM-CME Methodology, Taking a Project in China as an Illustration

Owing to its rapid advancement, information technology has emerged as a critical tool in assembly construction for addressing market demands, improving project quality, and reducing costs. However, the absence of unified informatization standards within the assembly construction industry has led to the adoption of different technologies and systems by various businesses during the development of informatization systems; this has generated issues such as unbalanced development and mutual incompatibility. While researchers have examined these issues, a comprehensive assessment of the maturity of informatization in assembly-building projects is lacking. Assessment of the maturity of informatization can provide evaluation standards and methods for the development of informatization of assembly buildings, explore the important and difficult points of applying informatization technology to assembly buildings, and put forward corresponding countermeasures and suggestions to promote the benign development of informatization of assembly buildings. Therefore, this study strives to develop a model for assessing the maturity of informatization of assembly-building projects. This study begins by determining the level of the maturity level of informatization, key process areas, and key practices for assembly-building projects using the capability maturity model (CMM). On this basis, the maturity evaluation index system was constructed through expert interviews and questionnaires. Furthermore, in order to assign weights to the indicators comprehensively, the ordinal relationship method and entropy weight method were implemented. The evaluation criteria were determined by consulting the relevant literature and expert opinions. Followingly, an evaluation model was established based on the cloud matter element (CME) theory. Finally, a case study demonstrates that the methodology can be utilized to quantify the maturity of project informatization. In conclusion, this study unearths a system for assessing the level of maturity of informatization of assembly-building projects, which provides a valuable reference for promoting the continuous development of the maturity of informatization in assembly-building projects.

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.

Scrum Maturity Level Evaluation and Improvement Recommendation: Case Study on ABC Application

Bank XYZ, one of the digital banking in Indonesia, has a digital product ABC for customers to complete online banking transactions. Bank XYZ uses Scrum as the methodology to develop ABC. Several problems were found in the process related to the delay in the release process. The achievement of sprint goals from May to December 2021 is only 6%. This fact allegedly caused some frequent release delays. To resolve the root causes, mixed-method research was conducted to provide recommendations for improving the implementation of Scrum. The Scrum Maturity Model questionnaires were distributed to several Scrum teams, followed by interviews with several roles that were used to validate the results. The key process area rating formula of the Agile maturity model was used to decide the maturity level. After the maturity level result was obtained, recommendation practices were generated from the not well-implemented practice. This case-based research shows that Bank XYZ reached maturity level 2 for ABC development. Bank XYZ has implemented 78 out of 79 practices, however, 28 practices need improvement and one practice needs to be applied. Objectives of maturity levels group recommendation practices. The combination of Scrum best practices and empirical practices from previous research generated those practices. This research was intended to give general recommendations on how to improve Scrum implementation and on how to resolve release time problems by enhancing Scrum in Bank XYZ empirically.

Evaluation of enterprise accounting data management based on maturity model

Abstract The study of enterprise management driven by accounting data is not only of great strategic significance, but also of great practical value with distinctive characteristics of the times. Therefore, based on the maturity model, this paper establishes a three-level evaluation index system of accounting data management (AAM), divides the maturity level and key process areas and constructs an evaluation model of AAM. In the process of transforming qualitative indicators into quantitative indicators, analytic hierarchy process is used to determine the weight of indicators, and the fuzzy comprehensive evaluation method is applied for organisational evaluation. Finally, the evaluation model is introduced in the case enterprise, and the evaluation value of AAM is calculated by evaluating the AAM ability of the case, which is helpful to improve the ability of enterprise data management scientifically and efficiently.

ETL Maturity Model for Data Warehouse Systems: A CMMI Compliant燜ramework

The effectiveness of the Business Intelligence (BI) system mainly depends on the quality of knowledge it produces. The decision-making process is hindered, and the user’s trust is lost, if the knowledge offered is undesired or of poor quality. A Data Warehouse (DW) is a huge collection of data gathered from many sources and an important part of any BI solution to assist management in making better decisions. The Extract, Transform, and Load (ETL) process is the backbone of a DW system, and it is responsible for moving data from source systems into the DW system. The more mature the ETL process the more reliable the DW system. In this paper, we propose the ETL Maturity Model (EMM) that assists organizations in achieving a high-quality ETL system and thereby enhancing the quality of knowledge produced. The EMM is made up of five levels of maturity i.e., Chaotic, Acceptable, Stable, Efficient and Reliable. Each level of maturity contains Key Process Areas (KPAs) that have been endorsed by industry experts and include all critical features of a good ETL system. Quality Objectives (QOs) are defined procedures that, when implemented, resulted in a high-quality ETL process. Each KPA has its own set of QOs, the execution of which meets the requirements of that KPA. Multiple brainstorming sessions with relevant industry experts helped to enhance the model. EMM was deployed in two key projects utilizing multiple case studies to supplement the validation process and support our claim. This model can assist organizations in improving their current ETL process and transforming it into a more mature ETL system. This model can also provide high-quality information to assist users in making better decisions and gaining their trust.

ANALISIS KAPABILITAS APIP DENGAN PERSPEKTIF INTERNAL AUDIT CAPABILITY MODEL (IA-CM) (Studi Kasus pada Inspektorat Kabupaten Banyumas)

This research is a qualitative case study. The research objective was to determine the level of capability, factors inhibiting performance capabilities, and strategies for improving the capability of APIP in Inspectorate of Banyumas. The population in this study are all structural officers, functional official auditors in Inspectorate Banyumas and also involve speakers from BPKP. The data used are primary data obtained from interviews, questionnaires, and documents as well as secondary data is a report and publication of the BPKP and Inspectorate of Banyumas. The results showed that the IA-CM capabilities of Inspectorate of Banyumas is at level 1 (initial) of 5 existing level, which means that the Inspectorate has not guaranteed its business processes in accordance with the rules and have not been able to detect the occurrence of corruption yet. The achievement of these levels is not in accordance with the National Medium Term Development Plan Year 2014-2019 that the target of APIP capability must already be at level 3 (integrated) in addition to be able to guarantee its business process and detect corruption, APIP also able to assess efficiency, effectiveness, and economy of an activity and is able to provide consulting on corporate governance, risk management and internal control. The implications of the above conclusion that in order to improve their capabilities, Inspectorate of Banyumas should make improvements that include fourteen key process areas (KPA) which is required to achieve the level 3. However, earlier must meet the requirements to achieve level 2 (infrastructure) in advance. Efforts to do are to make the proposed offering performance benefits, in coordination with the Regent and the Regional Employment Board in terms of hiring Inspectorate, planning education and training for auditors, to make way for the auditor to be a member AAIPI, guidelines on the preparation of PKPT based management priorities, budgeted work plan at 1 percent of the expenditure budget, and prepare SOPs related to the preparation of the Internal audit Charter and procedures for requesting audit data needs.

Forming simulation and process optimization of inflatable strut reinforcement plate for automobile back door

Taking a new energy SUV back door inflatable strut reinforcement plate as an example, three key process areas are set on the surface of the plate, and the structural characteristics and forming characteristics of each area are analyzed. On this basis, a finite element model is established. Preliminarily select the process parameters that meet the actual production requirements, use AutoForm to perform numerical simulation analysis of stamping forming, compare the forming quality of the product under the forming process and the drawing process, to achieve the purpose of process optimization, and then determine the final stamping process plan. Taking the maximum springback as the evaluation index, an orthogonal test with 4 factors and 3 levels is designed, and the parameter scheme with the best forming quality through the range analysis method provides a reference for the subsequent actual production of the part.

Change Management Maturity Model

Since computer systems exist, a lot of implementation projects fails. The Implementation of computer systems causes changes in processes of work and behavior of people. Change Management is one of the most important success factors, when implementing software systems in organizations. Because it is the key to successfully transform business processes. The ability to change varies between the different organizations. This ability depends on different critical success factors. To evaluate the ability to change of an organization, a maturity model is introduced. Therefore, the critical success factors of change are presented. With this critical success factors as key process areas, the development of the change management maturity model starts. In a five stage maturity model, the shape of each key process area is defined. The model is evaluated by experts for maturity models and experts for change management. The result is a maturity model to assess the ability to change of an organization.

Capability Maturity Model (CMM) method for assessing the performance of low-carbon city practice

Carbon emissions are considered as major factor affecting sustainable urban development. Cities have been promoting low carbon city (LCC) strategies to reduce carbon emissions and various methods have been introduced to assess the performance of LCC strategies. However, most of the existing assessment methods focus on overall LCC performance at city level, but the effects of individual dimensions like industrial structure and energy efficiency are ignored. The research question in this study therefore is whether an alternative method can be established to measure both the overall and dimensional LCC performance. This paper introduces a method for assessing LCC performance by using Capability Maturity Model (CMM), which is called LCC-CMM. The proposed method of LCC-CMM can help identify LCC maturity grade through assessing the performance of individual LCC dimensions which contributes to overall performance. There are four procedures in applying LCC-CMM, including to identify the Key Process Areas (KPAs) in the context of LCC, denoted as LCC-KPAs, to define the indicators for measuring the performance of LCC-KPAs, to calculate the performance score for each LCC-KPA, and to define criteria for specifying different grades of LCC capability maturity. The proposed method is proven effective through a case demonstration. The method can help policy makers to identify weak areas in LCC practice and introduce tailor-made policy measures to improve the weak areas.

Procedimiento para la evaluación del desempeño sobre la Base de las competencias laborales en la Ronera, Santiago de Cuba

Currently, performance evaluation is part of the integrated human talent management system and constitutes a strategic tool to determine if the work performance of a collaborator in a specific position contributes to the achievement of organizational objectives. This research was carried out in the Basic Business Unit (UEB) Ronera Santiago de Cuba. Corporación Cubaron S.A and its objective is to propose a procedure to evaluate performance based on labor competencies in a selected job belonging to a key process area of the entity. The method of Dialectical and Historical Materialism was used with the materialist conception of history that includes the following methods: historical-logical, analysis and synthesis, as well as the Delphi method, the holistic approach, the application of the GRAFCET methodology and empirical methods (observation , experimentation and measurement) in the application of the techniques used in the development of the investigation, to elaborate the profile of position by competences and evaluate the performance using an action plan that allows its continuous improvement. As significant results, the job competencies position profile was developed and based on this, performance was evaluated, which allowed proposing a program of actions to improve the performance of the workforce in the selected position. Keywords: human talent, job skills, job profile by skills, management by skills, job performance evaluation.

DETERMINAMT FACTORS OF KNOWLEDGE MANAGEMENTPRACTICE: THE CASE OF MINISTRY OF HEALTH, ETHIOPIA.

This study aims at assessing knowledge management maturity level and the effect of the determinant factors of knowledge management in Ethiopia’s federal ministry of health. Explanatory survey design involving both the quantitative and qualitative methods was employed. General knowledge management maturity model based on people, process and technology key process areas was used to measure knowledge management maturity level in the organization. The qualitative data was analyzed using thematic analysis and summarized under pre identified and emerging themes. The quantitative and qualitative data were triangulated to enrich the findings. The study determined that the ministry’s overall knowledge management maturity level was close to maturity level-2 (Aware), which is generally to mean that the organization was aware of and has the intention to manage its organizational knowledge, but it might not know how to do so. Organizational culture, human resource, information technology and knowledge management process were identified as having significant and positive linear relationship with the knowledge management practice in the organization. It is essential for the ministry to reestablish knowledge management or define improvement plans using model such as the general knowledge management maturity model. The improvement should address the identified determinant factors as well as criterion set for each of the people, process and technology key process areas.

Maturity Model for Supporting Graduates’ Early Careers Within Higher Education Institutions

Recently, the employability of higher education graduates has been a topic of interest within many policy documents and scientific studies. Given the lack of comprehensive research identifying the implications of this issue for practice, this article presents a maturity model to support graduates’ early careers within higher education institutions (HEIs). The model is developed using a five-step approach, following the design science paradigm and exploiting four case studies across Europe. The final maturity model contains 65 practices within four key process areas—13 within strategic planning, 26 within curriculum design and delivery, 16 within student support, and 10 within the provision of extracurricular activities. In addition, a description of capability assessment criteria at the five maturity levels for each practice is provided. The model presented in this article can be used by HEIs as a tool to assess the maturity of their practices that contribute to graduates’ employability.

Customer Claims in Automobile Spare Parts Industry – A 3PL Perspective

Automobile OEM (Original Equipment Manufacturer) has two key lines of business. One being the main equipment sales and the other being spare parts associated to the original equipment. This line of business is either called as After Sales Market / After Market / Spares Market. As part of wear and tear of spare parts of original equipment service and replacement of spare parts comes into picture. A 3PL organization is selected by OEMs to manage their after sales service. Primary responsibilities of a 3PL includes warehouse management where the spare parts of OEMs are received, stored, order processed and delivered to OEM’s end customers. Hence, 3PL companies have major share in ensuring accurate delivery of spare parts to OEM’s end customers. Any wrong or shortage or excess delivery (which is termed as Customer Claims) impacts the customer satisfaction level and adds up logistics cost to both 3PL organization and OEM. This paper aims at evaluating the core reasons behind customer claims. In completing this research, the population selected for study is from 3 leading automobile OEMs and 1,00,000 samples. The results have shown that the key drivers of customer claims are due to stock management in warehouse managed by 3PL organization in following areas of operation.  Inbound (Gate entry of vehicles, Unloading, Physical verification of unloaded stock, Physical putaway of parts in warehouse storage locations)  Outbound (Customer order registration, Picking instructions from the sales order processing system, Physical picking of parts, Packaging of picked parts, Despatch and Delivery at customer end) In the above-mentioned key process areas ERP (Enterprise Resource Planning) application or WMS (Warehouse Management System) or Inventory Management application plays a significant role in avoiding or minimizing customer claims. Apart from applications and Information Technology systems, skill of staff and operatives, discipline of operatives, system controls influence extensively in customer claims to be generated. Background/Objective: To investigate deeper into causes that impact customer claims from 3PL service provider view. Methods / Statistical analysis: The results are based on about 1,00,000 samples for a periodicity of 6 years from 3 major automobile industry linked 3PL organization. Results/findings: The claim samples showed significantly higher due to pick issues ~ 41.7% and wrong labelling issues ~ 42.34%. Other reasons contribute about 15.96% Conclusion: The analysis offers a clear distribution of root causes in the collected samples.

An anatomy of requirements engineering in software startups using multi-vocal literature and case survey

Context: Software startups aim to develop innovative products, grow rapidly, and thus become important in the development of economy and jobs. Requirements engineering (RE) is a key process area in software development, but its effects on software startups are unclear.Objective: The main objective of this study was to explore how RE (elicitation, documentation, prioritization and validation) is used in software startups.Method: A multi-vocal literature review (MLR) was used to find scientific and gray literature. In addition, a case survey was employed to gather empirical data to reach this study’s objective.Results: In the MLR, 36 primary articles were selected out of 28,643 articles. In the case survey, 80 respondents provided information about software startup cases across the globe. Data analysis revealed that during RE processes, internal sources (e.g., for source), analyses of similar products (e.g., elicitation), uses of informal notes (e.g., for documentation), values to customers, products and stakeholders (e.g., for prioritization) and internal reviews/prototypes (e.g., for validation) were the most used techniques.Conclusion: After an analysis of primary literature, it was concluded that research on this topic is still in early stages and more systematic research is needed. Furthermore, few topics were suggested for future research.

A framework for evaluating the analytic maturity of an organization

We introduce a framework called the Analytic Processes Maturity Model (APMM) for evaluating the analytic maturity of an organization. The APMM identifies analytic-related processes in six key process areas: i) building analytic models; ii) deploying analytic models; iii) managing and operating analytic infrastructure; iv) protecting analytic assets through appropriate policies and procedures; v) operating an analytic governance structure; and vi) identifying analytic opportunities, making decisions, and allocating resources based upon an analytic strategy. Based upon the maturity of these processes, the APMM divides organizations into five maturity levels: 1) organizations that can build reports; 2) organizations that can build and deploy models; 3) organizations that have repeatable processes for building and deploying analytics; 4) organizations that have consistent enterprise-wide processes for analytics; and 5) enterprises whose analytics is strategy driven. The APMM is broadly based upon the Capability Maturity Model that is the basis for measuring the maturity of processes for developing software.

Insights from the Study of Internal Audit Function in Selected ASEAN Central Banks

This academic study examined the maturity of the internal audit function in the public sector in the member states of the Association of Southeast Asian Nations (ASEAN) by benchmarking the function with the Institute of Internal Auditors’ Capability Model for the public sector. Benchmarking the function enables us to understand the current capabilities of the internal audit function and the steps needed to enhance its capabilities. Considering the diversity in political, socio economic and governance structures in ASEAN, it becomes imperative that examining an organization that is critical to its nations’ interests, provides insight into the internal audit function in the public sector, and at the same time helps draw meaningful comparisons across ASEAN Member States. Central bank for the purpose of this study is the most appropriate institution. The central bank holds a unique and important role in a nation’s economy and its transactions can only be performed by a public sector organization. It is also an institution that shares a similar mandate across countries and is based on a legal framework — the Bank Act. The central bank is also expected to supervise the internal audit function of institutions under its supervision, and as such can be expected to have a well-developed internal audit function compared to other public sector organizations. To measure the maturity and capability of the internal audit function in central banks, the study benchmarked the current capabilities of the function with the Internal Audit Capability Model (IA-CM) developed by The Institute of Internal Auditors (IIA). The IA-CM measures key process areas (KPAs) on five capability levels and six elements of internal auditing. Information regarding the current capability of the internal audit function of the central banks was gathered using a survey. The survey contained questions that covered the majority of the KPAs of the IA-CM and was based on the Global Internal Audit Survey of the IIA for 2010 and 2015. The results of the survey show that, while the services and role of the internal audit function is consistently defined across the responding member states, significant variation exists among the states in regard to professional practices, people management and performance management. The remaining two elements—governance structures and organizational relationships—show slight variation among the responding member states. Key gaps observed were the absence of audit committees, evolving risk management processes, the lack of risk- based audit plans and external reviews of the internal audit function, and the emerging risk of information technology, which is expected to gain prominence over the next five years. As public sector auditing is key to good public governance, ASEAN Member States need to take steps to strengthen governance structures and professional practices, and ensure that internal audit functions are appropriately staffed to cope with the emerging risks faced by public sector organizations.

Application and development of the people capability maturity model level of an organisation

In the knowledge economy era, a human resources system is crucial for corporate management. Questions on how to fully present workforce capability, how to integrate organisational systems and practices, and how to develop workforce capability and achieve organisational goals have yet to be answered. The people capability maturity model (P-CMM) is based on the concept of process and presents five maturity levels to guide an organisation and progressively improve the workforce capability of the organisation. The purpose of this study was to apply the people capability maturity level to the organisational management of a case company and developed strategies to enhance the people capability maturity level of the case company. This qualitative study included document analysis and semi-structured interviews to determine the goals of organisational ability and management performance. Finally, the researchers proposed a feasible method for improving the people capability maturity level of the case company to the third level defined by the P-CMM and the establishment of key process areas.

An ontological model of the practice transformation process

Patient-centered medical home is defined as an approach for providing comprehensive primary care that facilitates partnerships between individual patients and their personal providers. The current state of the practice transformation process is ad hoc and no methodological basis exists for transforming a practice into a patient-centered medical home. Practices and hospitals somehow accomplish the transformation and send the transformation information to a certification agency, such as the National Committee for Quality Assurance, completely ignoring the development and maintenance of the processes that keep the medical home concept alive. Many recent studies point out that such a transformation is hard as it requires an ambitious whole-practice reengineering and redesign. As a result, the practices suffer change fatigue in getting the transformation done. In this paper, we focus on the complexities of the practice transformation process and present a robust ontological model for practice transformation. The objective of the model is to create an understanding of the practice transformation process in terms of key process areas and their activities. We describe how our ontology captures the knowledge of the practice transformation process, elicited from domain experts, and also discuss how, in the future, that knowledge could be diffused across stakeholders in a healthcare organization. Our research is the first effort in practice transformation process modeling. To build an ontological model for practice transformation, we adopt the Methontology approach. Based on the literature, we first identify the key process areas essential for a practice transformation process to achieve certification status. Next, we develop the practice transformation ontology by creating key activities and precedence relationships among the key process areas using process maturity concepts. At each step, we employ a panel of domain experts to verify the intermediate representations of the ontology. Finally, we implement a prototype of the practice transformation ontology using Protégé.

Business process support for IoT based product-service systems (PSS)

Purpose – The purpose of this paper is to propose a method for adopting an Internet of Things (IoT) enabled product-service system (PSS) considering business model and product enhancements. The method focusses on business process implications of IoT. The paper also discusses a real application of the proposed method to the machinery industry. Design/methodology/approach – Considering the IoT technologies available, failure mode and effects analysis is applied to identify what should be monitored in the product to minimize potential product failures. In parallel, in order to assist the company in deciding which PSS strategy to be followed, a Configurator of PSS proposals is applied. The results are derived to define the IoT architecture and the business process design supported by the selected IoT technologies. Findings – The main findings include the proposed IoT-enabled PSS adoption method, illustrated by the description of the application and its assessment. In addition, the identification of key process areas that are impacted by IoT is offered, namely: remote machine setup; corrective and predictive maintenance; material supply; product pricing; and information reporting. Research limitations/implications – The application of the method proposed is limited to one company. Future work includes extending the application of the method to other units of analysis. Practical implications – The method proposed can be considered by companies willing to increase product-service revenues based on IoT technologies. Originality/value – The IoT-enabled PSS adoption method is an approach grounded on the intersection theories of PSSs and the more technology-oriented IoT developments.