Integrationstrends bei Business-Intelligence-Systemen

Chamoni, Peter; Gluchowski, Peter

doi:10.1007/bf03250931

Cited by 74 publications

(11 citation statements)

References 9 publications

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“…Business Intelligence Systems (BI systems) can collect internal cost and performance data as well as external market data from a variety of sources, process these data into significant information about IT performance and support the IT management by supplying this information for executive tasks (Chamoni and Gluchowski 2004). So far, in comparison with other business areas, IT management has been supported very little by BI systems (Chamoni and Gluchowski 2004, p. 125).…”

Section: Problem Definitionmentioning

confidence: 99%

“…There are, however, separate maturity models for the latter, e. g. the two Business Intelligence Maturity Models by Chamoni and Gluchowski (2004) and by Eckerson (2006, pp. 89-95), as well as the Maturity Model for Performance Measurement Systems by Wettstein and Küng (2002).…”

Section: Comparison Of Existing Maturity Modelsmentioning

confidence: 99%

“…In the first iteration, a primary architecture was drafted, which allowed for four development stages: fragmented IT reporting, consolidated spreadsheetassisted IT reporting, IT performance dashboard, and information portal for IT management. Following the biMM by Chamoni and Gluchowski (2004), these stages were described by the dimensions of contents, organization, and technology. Based on an extensive literature research, the dimensions and their attributes were defined during the second iteration.…”

Section: Iterative Maturity Model Developmentmentioning

confidence: 99%

“…These specifications of the BI support for their IT performance measurement should allow a statistical survey of the distribution of the degrees of maturity in Fig. 2 The ITPM 3 and influences of existing maturity models individual companies (see, e. g., the studies in Chamoni and Gluchowski (2004), and Philippi et al (2006)). Additionally, the web page should provide for a census of the model acceptance, which may indicate need for further development.…”

Section: Conception Of Transfer and Evaluationmentioning

confidence: 99%

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Developing Maturity Models for IT Management

Becker

Knackstedt

Pöppelbuß

2009

Bus. Inf. Syst. Eng.

832

470

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In IT management, maturity models have proved to be an important instrument because they allow for a better positioning of the organization and help find better solutions for change. Over the last few years, over a hundred maturity models have been developed to support IT management. However, the procedures and methods that led to these models have only been documented very sketchily. Using a scientific approach, we have developed criteria for the development of maturity models. These criteria also serve as a basis for the comparison of sparsely documented maturity approaches. The results thus obtained have been generalised and consolidated into a generally applicable model. A case study will illustrate the applicability of our model. The results of this paper are meant to serve as a manual for methodically well-founded designs and evaluations of maturity models.

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Section: Problem Definitionmentioning

confidence: 99%

Section: Comparison Of Existing Maturity Modelsmentioning

confidence: 99%

Section: Iterative Maturity Model Developmentmentioning

confidence: 99%

Section: Conception Of Transfer and Evaluationmentioning

confidence: 99%

See 2 more Smart Citations

Developing Maturity Models for IT Management

Becker

Knackstedt

Pöppelbuß

2009

Bus. Inf. Syst. Eng.

832

470

View full text Add to dashboard Cite

show abstract

“…Example. The analysis of the context factors and project type factors led to the following results: DWH organizations have reached a medium to high level of maturity today [51]. Most DWH organizations are responsib le for costs only [52] and positioned as "DWH competence centers" or "b usiness service providers" according to their activity profile [48].…”

Section: : Identify Context Factors and Project Type Factorsmentioning

confidence: 99%

Situational Method Engineering

Bucher

Klesse

Kurpjuweit

et al.

IFIP — The International Federation for Information Processing

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Abstract. Based on the experience that there cannot be a "one-size-fits-all" method, different situational method engineering approaches are examined in this paper. The result of the analysis shows that "situations" are conceptualized very imprecisely. Therefore, we propose to differentiate between "context" and "project type" in situational method engineering. Especially context is neglected in existing method engineering approaches. To close this gap, we enhance existing method engineering processes by adding three steps to facilitate the identification of context factors and project type factors, enabling the engineering of both contextual and project type-specific methods. Furthermore, we propose a set of extensions to the method engineering meta model that allow the method engineer to differentiate between "context" and "project type" in describing situational methods.

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Von der Unternehmensstrategie zur Prozess-Performance — Was kommt nach Business Intelligence?

Heß

Corporate Performance Management

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Integrationstrends bei Business-Intelligence-Systemen

Cited by 74 publications

References 9 publications

Developing Maturity Models for IT Management

Developing Maturity Models for IT Management

Situational Method Engineering

Von der Unternehmensstrategie zur Prozess-Performance — Was kommt nach Business Intelligence?

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