Towards a Classification of Maturity Models in Information Systems

Mettler, Tobias; Rohner, Peter; Winter, Robert

doi:10.1007/978-3-7908-2404-9_39

Cited by 108 publications

(86 citation statements)

References 4 publications

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“…A large number of new maturity models has been developed (34 new maturity models were developed in 2009 and 2010 alone (Wendler 2012)). The similarities and differences between maturity models are well studied in a number of surveys, that compare various aspects of the maturity models, including aspects of the models themselves (Wangenheim et al 2010;Mettler et al 2010) and the research methods that lead to their development (Van Looy et al 2013;Wendler 2012;De Bruin and Rosemann 2005b;Becker et al 2009). These surveys show that, while maturity models may differ along a large number of dimensions, the properties that they share and that identify them as maturity models, are that they present a number of stages of maturity and a set of capabilities that can be measured to determine the stage of maturity (Wendler 2012).…”

Section: Bpm Maturitymentioning

confidence: 99%

Properties that influence business process management maturity and its effect on organizational performance

2015

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BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes and of the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sample of 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity.

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Section: Bpm Maturitymentioning

confidence: 99%

Properties that influence business process management maturity and its effect on organizational performance

2015

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“…how maturity is assessed). [8] Lastly, the reliability of the model will be addressed. When there is at least one testing available, it can be assumed that the model has been verified.…”

Section: Design Attributes Dimensionmentioning

confidence: 99%

“…However, the still increasing number of maturity models entails problems of retrievability and reusability, which this paper shall help to overcome. [8] …”

Section: Introductionmentioning

confidence: 99%

Comparison Framework for PLM Maturity Models

Stentzel¹,

Niknam²,

Ovtcharova³

2014

IFIP Advances in Information and Communication Technology

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Abstract. Throughout the recent years research about maturity models as well as their application possibilities has vastly increased in all sorts of organizations and institutions. The range of the topics they address has expanded as much as the way they can be structured and applied. One area, where the use of maturity models can have a great impact, is product lifecycle management (PLM). PLM is becoming more and more essential for companies as a way of staying competitive on any market due to enhanced understanding of complex processes and increased efficiency in the use of information throughout all stages of the lifecycle. In this regard, maturity models can be beneficial as methods to assess the organizations' product lifecycle processes, illustrate improvement opportunities and even customize a roadmap to exploit them. However, considering the complex application options of maturity models, it can be difficult to choose an appropriate model for a certain purpose. This paper will provide a comparison framework for maturity models in the PLM area. The collected attributes as well as their categorized comparison shall provide guidance in choosing the correct maturity model depending on the user requirements.

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“…However, we can find studies that have dealt with the methodological approach in the maturity model develop. The maturity model methodology includes (in most of cases) the following phases: scope, design, populate, evaluate, deploy and maintain [8,15,[36][37][38][39][40][41][42].…”

Section: Secm-mm Maturity Model For the Structural Elements Of Coordmentioning

confidence: 99%

Structural elements of coordination mechanisms in collaborative planning processes and their assessment through maturity models: Application to a ceramic tile company

Cuenca

Boza

Alemany

et al. 2013

Computers in Industry

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Towards a Classification of Maturity Models in Information Systems

Cited by 108 publications

References 4 publications

Properties that influence business process management maturity and its effect on organizational performance

Properties that influence business process management maturity and its effect on organizational performance

Comparison Framework for PLM Maturity Models

Structural elements of coordination mechanisms in collaborative planning processes and their assessment through maturity models: Application to a ceramic tile company

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