Methodology for Process Improvement Through Basic Components and Focusing on the Resistance to Change.

This paper describes a multi-model methodology that implements a smooth and continuous process improvement, depending on the organization's business goals and allowing users to establish their improvement implementation pace. The methodology focuses on basic process components known as ‘best practices’. Besides, it covers following the topics: knowledge management and change management. The methodology description and the results of a case study on project management process are included

A Management Maturity Model (MMM) for project-based organisational performance assessment

Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran

Analyzing Project Management Maturity Level in Indonesia

Project management has been generally known and increasingly used by many organizations to gain competitive advantage. In this context, many studies have proposed maturity models to evaluate how project management knowledge has been deployed effectively and efficiently in organization. As a developing country, Indonesia needs many development projects managed by government and private companies in different industries. Here, a study to assess project management maturity level in Indonesian businesses may bring insight about current business practices, which is important to speed up country development and business sustainability.  Adapting the Project Management Maturity Model (ProMMM), a survey instrument has been developed and applied to professionals from Jakarta and surrounding area.  The result of analysis shows that construction and primary industry have a higher maturity level compare to manufacturing and services.  It is to be noted, however, that the level of project management understanding is low across industries.  This indicates that more quality project management training or certification is required to improve overall project management knowledge in Indonesia

Applying the Capability Maturity Model to Assurance of Learning

Assurance of Learning (AoL) focuses on the continuous improvement of curriculum development, program review, and, in many cases, accreditation. AoL programs are important for assessing undergraduate, masters, and/or doctoral degree programs, as well as the impact on curriculum management. A recent mandate from the Association to Advance Collegiate Schools of Business (AACSB) is the need for mature AoL processes to be in place. This paper describes the Capability Maturity Model (CMM) and discusses how it can be applied to assess the maturity and capability of any educational institution’s AoL initiative. An Aol-CMM model introduced and discussed in this paper can be used to assess an academic institution’s AoL maturity and then act as a road map to develop and align key processes to plan and advance to a higher level of AoL maturity. A set of AoL key processes at an AACSB accredited business school provides a backdrop and discussion to understand better the application of this CMM framework. This should be of interest and value since the model can be used by schools and programs with varying levels of process maturity and capability. Even institutions not interested in accreditation may find the application of a maturity model useful for improving academic excellence. Regardless, each school or program can assess its current state and then develop an evolutionary plan to reach the next higher level of AoL process maturity

Use of the Capability Maturity Model Integration (CMMI Registered Trademark) in Software Engineering Management on NASA Missions

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CMMI – AN ANSWER TO THE SOFTWARE CRISIS?

International audienceAs regularly mentioned in the current "software crisis", the software must be developed while the system definition is not yet frozen. In 2001, EADS SPACE Transportation started a CMM approach to improve its software development process. But even if the projects became more deterministic, the software developments still remained depending on system evolutions, and continued to appear very costly. So it was decided to use the CMMI maturity model, adapted to our industrial domain and now applied by many companies. We really think that the CMMI approach allows to improve both the system and software engineering processes:-The CMMI management processes are mandatory to efficiently plan, control and manage complex projects.-The technical processes must contribute to well organize the project. The CMMI project has just begun, so the expected benefits and savings are not yet visible. In parallel, other improvements are also expected from the software R&D activities presented in the paper. The paper will present:-an overview of the "software crisis",-a presentation of SW-CMM and CMMI,-The main improvements achieved through the SW-CMM project and expected from the CMMI project,-The software R&D roadmap at EADS SPACE Transportation

The Real World Software Process

The industry-wide demand for rapid development in concert with greater process maturity has seen many software development firms adopt tightly structured iterative processes. While a number of commercial vendors offer suitable process infrastructure and tool support, the cost of licensing, configuration and staff training may be prohibitive for the small and medium size enterprises (SMEs) which dominate the Asia-Pacific software industry. This work addresses these problems through the introduction of the Real World Software Process (RWSP), a freely available, Web-based iterative scheme designed specifically for small teams and organisations. RWSP provides a detailed process description, high quality document templates - including code review and inspection guidelines - and the integrated tutorial support necessary for successful usage by inexperienced developers and teams. In particular it is intended that the process be readily usable by software houses which at present do not follow a formal process, and that the free RWSP process infrastructure should be a vehicle for improving industry standards

Requirements for Product Development Self-Assessment Tools

The successful execution of complex PD projects still poses major challenges for companies. One approach companies can use to improve their performance is self-assessment tools to optimize their organization and processes. This paper investigates the requirements regarding self-assessment tools for PD organizations. It summarizes the current literature on PD-related self-assessment tools and derives tool requirements from an industry focus group (US aerospace and defense industry) as well as from interviews at a major American defense contractor. The resulting requirements are: 1. Focus on proven PD best practices; 2. Formalized implementation process; 3. Tool customization guidelines; and 4. Integration with other process improvement approaches. A gap analysis comparing these requirements to the previously identified tools is performed. The paper concludes with the outline of an example PD self-assessment tool that addresses these requirements.Massachusetts Institute of Technology. Lean Advancement InitiativeCenter for Clean Water and Clean Energy at MIT and KFUP

Towards a maturity model for higher education institutions

The adoption of business process improvement strategies is currently a concern of most organizations. The quest for the benefits of this improvement on resource optimization and the responsiveness of the organizations has raised several proposals for process improvement methodologies. These approaches differ both in the principles that support them, and in the specific area to which they are intended. However, proposals and results of scientific research on process improvement in higher education institutions, extremely complex and unique organizations, are still scarce. This research project aims to propose an extension to a business process maturity model for this particular type of organizations