Maturity Level of Fraud Risk Management in Tax Institutions in Indonesia

This study aims to determine the maturity level of fraud risk management in the tax payer compliance supervision function at the head office level run by VW and the XYZ units. The Enterprise Anti-Fraud Maturity Assessment Model was implemented to provide a clear picture of conditions and effectiveness, as well as the existing gaps between the implementation and ideal conditions based on the principles of COSO Fraud Risk Management. The descriptive qualitative research uses a case study approach by collecting data from semi-structured interviews with 12 informants involved in risk management and fraud risks handling, then all documents are analyzed. As for the data analysis technique, content analysis is selected. The purpose of this study is to provide a tool for DGT (The Directorate General of Taxes) to determine the role and level of fraud risk management in the taxpayer compliance supervision function. The results which are at level 2 (initial) indicate that there is still a lot of room for improvement in order to achieve the desired maturity level target. DGT, especially the VW unit and XYZ unit, are suggested to immediately integrate fraud risk management with the existing anti-fraud programs and strengthen the role of the units involved in accordance with the COSO (Committee of Sponsoring Organizations) Fraud Risk Management principles

A new maturity model for project risk management in the automotive industry

Purpose: The purpose of this article is to present a new maturity model for the assessment and on-going management of project risk management capability in the automotive industry. Design/methodology/approach: The research design is based on a multi-project case study analysis in a major German automotive company. The approach is qualitative and inductive, using 12 in-depth interviews with major stakeholders in the project management function in the company to provide data for the construction of the initial maturity model. This model is then verified and refined via an on-line survey and three follow-up interviews. Findings: The findings provide material for the construction of a new maturity model that can be used for the assessment of project risk management capability and as a tool for on-going monitoring and improvement. The model is structured around four dimensions of risk management – identification, assessment, allocation and appetite – and has four maturity stages – rudimentary, intermediate, standardised and corporate. Research limitations/implications: The model is based on a detailed analysis of in-depth interview material in a specific industry sector. It can be used as a basis for similar research in other industries. Originality/value: The model adds to existing risk management maturity models and is unique in being specific to the automotive industry. It can be used by risk and project managers, and can also be adapted to other industry sectors. Keywords – risk management; project risk management; centricity; risk identification and assessment; risk ownership and appetite; maturity model; centricity. Paper type: Research paper

Development and application of a new maturity model for project risk management in the automotive industry

The management of risk is an integral part of the project management process and project failure is an area of concern in many organisations. This chapter explains and discusses a new maturity model for the assessment and management of project risk in the automotive industry. The research design was two-fold. First, a case study analysis in a major German automotive company was undertaken to develop the maturity model, the approach being qualitative and inductive, using data provided by in-depth interviews. Second, this model was then applied in two major projects currently underway in the company – one involving the implementation of a cloud-based ERP system, and the other the program management function responsible for product development and launch. The model adds to existing risk management maturity models and is unique in being specific to the automotive industry. It can be used by risk and project managers, and can be adapted to other industry sectors

ANALISIS TATA KELOLA RISIKO TEKNOLOGI INFORMASI DENGAN FRAMEWORK RISK IT (Studi Kasus : Badan Perencanaan Pembangunan Daerah Provinsi Riau)

Agency for development planning Riau Province (BAPPEDA) is a regional technical agencies responsible for development planning, in this case BAPPEDA using information technology for support performance that is SIPD (Information System for Regional Development). Implementation of information technology (IT) in addition to provide benefits may also have risks that can harm and affect business processes or work. One of the risks that have occurred are: the absence of backup database, hardware and software damage, loss of inputted data, virus infection or human error. To determine the risk management and take measures against the risk, governance risk analysis using Risk IT Framework. Risk IT Framework is a framework that is assessed in accordance with the model to be applied in this study using a domain RG (Risk Governance). Results of this research is mapping the risk, maturity risk models in a state average of Defined Process, and management of IT governance recommendation

A new maturity model for analysing project risk management in the global automotive industry

Project risk maturity models, which encompass change management, continuous improvement and knowledge management issues, can be used to improve risk management in projects. The purpose of this research is to develop and apply a new maturity model for the assessment and on-going management of project risk management capability in the automotive industry. The success of strategic projects is critical for innovation in the automotive industry, and project outcomes directly influence time to market and future revenues for companies operating in this sector. Projects in this industry are generally characterised as high risk. The belief that the use of carefully acquired information put into some kind of rational order can avoid poor decision making and project failure is the foundation of traditional project management and, by extension, of project risk management. Prescriptive guides and methodologies are often too mechanistic and simplistic as regards the risk management process. This research presents a theoretical framework applying the centricity concept to four major project risk management dimensions, namely risk identification, risk assessment, risk allocation and risk appetite. The centricity concept was critical in the development of several of the labels that are an integral part of the maturity model, thereby furthering the understanding of risk management. The research design is based on a multi-project case study analysis in a major German automotive company. The approach is qualitative and inductive, using 12 indepth interviews with major stakeholders in the project management function in the company to provide data for the construction of the initial maturity model. This model is then verified and refined via an online survey and three further follow-up interviews. The findings provide material for the construction of a new maturity model that can be used for the assessment of project risk management capability and as a tool for ongoing monitoring and improvement. The model is structured around the four dimensions of risk management – identification, assessment, allocation and appetite – and has four maturity stages – rudimentary, intermediate, standardised and corporate. The model is based on a detailed analysis of in-depth interview material in a specific industry sector. The model adds to existing risk management maturity models and is unique in being specific to the automotive industry. It can be used by risk and project managers, and can also be adapted to other industry sectors

Linking benefits to maturity models

Many organizations today need to deliver more complex products and services in a better, faster, and cheaper way. The business problems that some companies address require enterprise-wide solutions that call for an integrated approach and an effective management of organizational resources to achieve business objectives with an acceptable level of risk. A maturity model is a process improvement approach that provides organizations with the essential elements of effective change. It can be used to guide process improvement across a project, a division, or an entire organization. Maturity models help integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide benchmark for appraising current processes outcomes. The benefits management approach emerges as a complement to traditional management practices and proposes a continuous mapping of benefits, implementing and monitoring intermediate results. Benefits management reinforces the distinction between project results and business benefits. Based on a case study the authors show how a set of business objectives can be obtained from identifying, structuring and monitoring business benefits, supported by information technology enablers and organizational transformations, and as a result of a certain maturity level. The authors also state that the main focus of an investment success lies not only in technology implementation, but mainly in changes in organizational performance and business efficiency by means of improved processes and modifications in the way the work is done. We emphasize that the integration between a Maturity Model and a Benefits Management approach can increase the effectiveness of projects, programs or portfolios outcomes. Besides, this linkage can also improve decision-makers confidence that the investments done match the desired maturity stages and will then, with more probability, collect more value for businessesinfo:eu-repo/semantics/publishedVersio

Assessing the relationship between bpm maturity and the success of organizations

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementFor the past decades, organizations have been investing heavily in BPM projects in the hope of improving their competitive advantage in an increasingly complex environment. However, although it is believed that the higher the level of BPM maturity the greater the success of the organization, experience shows that this relationship is not always possible to prove. The purpose of this study is to help clarify the relationship between the level of BPM maturity and the success of an organization. This was done through the implementation of a case study-based research within a global company that has an operation in Portugal, focusing on the shared services organization. An analysis of the existing BPM maturity models and its level of coverage of BPM core areas was conducted as a way to select the most suitable BPM maturity model to conduct the assessment of the current BPM maturity level of the organization. It was also established a framework to characterize the success of an organization. These two inputs, along with information gathered to understand process improvements that were implemented and its impact in the organization, were the basis for conducting the research. Results show a successful organization, with a high maturity level according to the BPM OMG maturity model, that has been investing in continually improving its processes with a strong focus on digital transformation. The identified benefits from a high level of BPM maturity, namely the improved productivity, cost reduction, error & risk prevention, higher agility, employee upskilling and knowledge retention, were shown to have a positive influence in the majority of the dimensions used to characterize the success of the organization

Evaluation of risk management practices in information systems project in the public sector

Risk has been identified as one of the important factors that influences the success of Information Systems projects. Poor risk management could pose a threat to project performance and outcome. Many risk management models and standards have been developed to assist project managers and teams to overcome or minimize the impact of project risk. Despite continuous attention and emphasis on the positive contributions of risk management to a project, risk management practices are relatively lacking and it have not been practiced in its entirety. Hence, this study intended to identify the level of risk management practice and its influencing factors in IS projects. A case study was carried out by adopting the risk management maturity model to evaluate the level of risk management practices in IS projects. Factors that influence risk management practices in IS projects were identified and validated by experts. The findings can be used as a guideline for improving and enhancing implementation of risk management in project development

Key lessons to sustain continuous improvement: a case study of four companies

Purpose: This paper analyses the success factors and barriers of sustainable continuous improvement practices in terms of company’s maturity level. The key factors are necessary to establish strategies that reduce the risk of improvement failure and increase the company’s maturity level. Design/methodology/approach: The paper presents a multi-case analysis of the success factors in the implementation of continuous improvement. This lead to comparison between the factors identified from the literature review and the practice of the continuous improvement programs in four large successful companies located in Bogota, Colombia applying Bessant's maturity model. Findings: The results identified five success factors and three barriers that companies should consider while implementing sustainable continuous improvement programs. The key success factors are availability of resources; management commitment; employee participation in improvement task identification; clear and realistic objectives; and, finally, existence of a leader. The major barriers are lack of alignment between organizational and continuous improvement objectives; lack of motivation in the team; and, resistance to change. The results confirm that, in spite the high maturity, it is necessary to align the organizational and continuous improvement objectives. Research limitations/implications: Since this research is a multi-case study, it is limited in terms of results generalizability for companies of different sizes, sectors and context. The academic and practical contribution of this paper is providing a better understanding of sustainable continuous improvement practices in Latin-American emerging economies. Originality/value: The present research provides an integral analysis of the key success factors, the barriers, the level of maturity and the behaviours that the companies should implement to achieve the sustainability of continuous improvement in emerging economies such as Colombia.Peer Reviewe