Capability maturity models for offshore organisational management

Strutt, J. E.; Sharp, J. V.; Terry, Edmund; Miles, R. F.

doi:10.1016/j.envint.2006.06.016

Cited by 46 publications

(65 citation statements)

References 4 publications

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“…These levels can represent several stages of the mature ability of software development. With the CMM being applied in various fields, the different maturity models such as the project management maturity model PMMM or PM3, the knowledge management maturity model KMMM, the supply chain management maturity model SCMMM, the human resource capability maturity model P-CMM and the business process management maturity model BPMMM were proposed (Strutt et al 2006).…”

Section: Construction and Analysis Of Innovation Management Maturity mentioning

confidence: 99%

A Study on Promoting Approach of Innovation Management Capability of Enterprises Based on Capability Maturity Models

Wang

Dong

2015

Liss 2014

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The innovation management maturity model was constructed according to software capability maturity model (CMM). From the innovation research, organization management, mode selection, process system, achievement application, talent mechanism, culture cultivation and so on, the key process areas (KPA) and key activities (KP) were described. The maturity of innovation management is defined as five levels, including disordered level, initial level, basic level, standardizing level and optimizing level, and main characteristics of each level were analyzed. On this basis, the approach to improve the innovation management capability of enterprise was studied deeply. Through the construction of the systematic innovation management mechanism, appropriate choice of innovation mode and cultivation of excellent innovation culture, the innovation management capability and maturity level can be promoted, which can help enterprises to improve the core competitiveness and realize sustainable development.

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Section: Construction and Analysis Of Innovation Management Maturity mentioning

confidence: 99%

A Study on Promoting Approach of Innovation Management Capability of Enterprises Based on Capability Maturity Models

Wang

Dong

2015

Liss 2014

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“…Therefore, we chose to apply a general maturity model, analogue to capability maturity models (CMMs) or architecture maturity model (AMM), as assessment instrument for the maturity for HiAP [21][22][23]. CMM's have been widely used as management instrument to classify, steer and develop capability in organizational policy and behaviour, with regard to certain organizational tasks (such as software development, project management, and enterprise architecture) [23].…”

Section: Purpose Of This Studymentioning

confidence: 99%

Measuring stages of health in all policies on a local level: The applicability of a maturity model

Storm¹,

Harting²,

Stronks³

et al. 2014

Health Policy

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“…Noting that the use of judgement and standards are the key decision practices adopted in stable situations, and analytical processes aimed at avoiding unwanted risk consequences are adopted in situations involving change (Strutt et al, 2006).…”

Section: Assurancementioning

confidence: 99%

“…Other significant large-scale project failures where the role of the organizational culture in systemic biases have led to bad project decisions and in turn project failures include the Airbus 380 $6 billion loom redesign, and the breakdown of the Denver Airport baggage handling system which delivered a $60 million per year liability for United Airlines arising from overconfidence with implementing untried technologies (Shore, 2008). In reality, many routine project decisions are judgement decisions (Strutt et al, 2006) and these judgements are influenced by both the quality of available information and the decision criteria used by team members when making their judgements.…”

Section: Introductionmentioning

confidence: 99%

Organizational culture in airworthiness management programmes: extending an existing measurement model

Trew

Trigunarsyah

Coffey

2013

Engineering Project Organization Journal

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All civil and private aircraft are required to comply with the airworthiness standards set by their national airworthiness authority and throughout their operational life must be in a condition of safe operation. Aviation accident data shows that over 20% of all fatal accidents in aviation are due to airworthiness issues, specifically aircraft mechanical failures. Ultimately it is the responsibility of each registered operator to ensure that their aircraft remain in a condition of safe operation, and this is done through both effective management of airworthiness activities and the effective programme governance of safety outcomes. Typically, the projects within these airworthiness management programmes are focused on acquiring, modifying and maintaining the aircraft as a capability supporting the business. Programme governance provides the structure through which the goals and objectives of airworthiness programmes are set along with the means of attaining them. Whilst the principal causes of failures in many programmes can be traced to inadequate programme governance, many of the failures in large-scale projects can have their root causes in the organizational culture and more specifically in the organizational processes related to decision-making. This paper examines the primary theme of project and programme-based enterprises, and introduces a model for measuring organizational culture in airworthiness management programmes using measures drawn from 211 respondents in Australian airline programmes. The paper describes the theoretical perspectives applied to modifying an original model to specifically focus it on measuring the organizational culture of programmes for managing airworthiness; identifying the most important factors needed to explain the relationship between the measures collected, and providing a description of the nature of these factors. The paper concludes by identifying a model that best describes the organizational culture data collected from seven airworthiness management programmes.

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Capability maturity models for offshore organisational management

Cited by 46 publications

References 4 publications

A Study on Promoting Approach of Innovation Management Capability of Enterprises Based on Capability Maturity Models

A Study on Promoting Approach of Innovation Management Capability of Enterprises Based on Capability Maturity Models

Measuring stages of health in all policies on a local level: The applicability of a maturity model

Organizational culture in airworthiness management programmes: extending an existing measurement model

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