Measures of Organizational Training in the Capability Maturity Model Integration (CMMI)

Khraiwesh, Mahmoud

doi:10.14569/ijacsa.2020.0110274

Cited by 7 publications

(6 citation statements)

References 20 publications

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“…There is a culture of organizational learning and innovation, with a focus on driving excellence and achieving world-class performance. Capability Maturity Model Integration (CMMI) provides organizations with a structured framework for assessing and improving their process maturity levels (Khraiwesh, 2020). By following the guidelines outlined in the CMMI framework, organizations can systematically enhance their processes, achieve greater efficiency and quality, and drive continuous improvement and innovation.…”

Section: Conceptual Models For Business Process Reengineering (Bpr)mentioning

confidence: 99%

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

Oladapo Adeboye Popoola,

Henry Ejiga Adama,

Chukwuekem David Okeke

et al. 2024

World J. Adv. Res. Rev.

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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.

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Section: Conceptual Models For Business Process Reengineering (Bpr)mentioning

confidence: 99%

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

Oladapo Adeboye Popoola,

Henry Ejiga Adama,

Chukwuekem David Okeke

et al. 2024

World J. Adv. Res. Rev.

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show abstract

“…CMMi introduces the concept of maturity levels with the purpose of finding a better way for an organisation to improve their processes. Khraiwesh [15] states that to ensure the survival of the organisation and develop an effective strategy, it is important to adopt a CMMI model, while Amer et al [16] argue that "CMMI should be used to address aspects of software quality and maturity". CMMI establishes a process area related to metrics.…”

Section: Cmmimentioning

confidence: 99%

“…Other [30] 2020 Scrum Defense Industries Research and Development Institute. Turkey [15] 2020 CMMi University, 300 questionnaires answered by university employees. Jordan [31] 2019 Scrum Public company with approximately 200 employees.…”

Section: Fig3 -Location Of Companies Referenced In the Studiesmentioning

confidence: 99%

“…Khraiwesh [15] studies Organisational Training (OT) and applied the Goal Question Metrics (GQM) model to seven organisational training objectives in the CMMi framework, obtaining metrics derived from OT practices which he then confirmed by using a questionnaire to test validity and reliability. Cenkler [46] studies the evolution of process and product metrics of an organisation that develops software for the defense industry.…”

Section: Cmmimentioning

confidence: 99%

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Metrics for Performance Improvement in Organisations Using Scrum, ITIL and CMMI

Bayona-Oré

Hostos

2022

Wseas Transactions on Electronics

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It is very important to understand the metrics that are applied within IT processes in today’s industry, why they are important, and in what types of companies they are used. This article presents the results of a systematic literature review of some of the most widely used metrics exposed in the literature, referring to Scrum, ITIL and CMMi practices. The objective is to determine the scientific progress in this field and to identify the candidate metrics that can be used later in a metrics integration model, designed to help monitor IT services to improving the performance of organisations that use Scrum, CMMi and ITIL. The exploratory search found 1,196 articles, of which 198 were reviewed, from which 31 were finally chosen. From these, a total of 297 metrics were identified, of which 112 (38%) are for Scrum, 98 metrics (33%) are for ITIL, and 87 (29%) are for CMMi. Most of these metrics are used in European companies.

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“…Concepts, and procedural maturity references such as the CMMI (Khraiwesh, 2020), Cobit (De Haes et al, 2020) and ITIL (Dayal & Kushwaha, 2020), in addition to the Brazilian Software Process Improvement -Implementation Guide (MPS.BR) (Barreto et al, 2020) and the Sarbanes-Oxley Law, bring together recommendations for the structuring of ICT in business and government organizations.…”

Section: Introductionmentioning

confidence: 99%

Service Level Agreements for Management Information Systems in Business and Governmental Organizations / Acordos de Nível de Serviço para Sistemas de Informação de Gestão em Organizações Comerciais e Governamentais

Guedes¹,

Filho²,

Neto³

et al. 2021

BJB

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This work discuss the contracting of ICT services at its operational level and addresses the concept of "Service Level Agreement" (SLA) - used in the precise identification of service quality, attributions, and responsibilities of the actors, of questions for the determination of responsibilities and possible sanctions. To this end, the Management Information Systems operational maintenance service is cut, correlating the items according to the respective portions of the Cobit, ITIL, and Sarbanes-Oxley frameworks with the processes proclaimed by the Project Management Institute in its document of Project Management Body of Knowledge (PMBOK) recommendations. It is concluded that operational service levek agreements based on normatives ansd recomendatons is adequate maintenance process of Management Information Systems.

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Measures of Organizational Training in the Capability Maturity Model Integration (CMMI)

Cited by 7 publications

References 20 publications

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

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

Metrics for Performance Improvement in Organisations Using Scrum, ITIL and CMMI

Service Level Agreements for Management Information Systems in Business and Governmental Organizations / Acordos de Nível de Serviço para Sistemas de Informação de Gestão em Organizações Comerciais e Governamentais

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