Does the Demographic Factor Impact Enterprise Business Intelligence Maturity Initiaves in Companies in Malaysia?

This chapter proposes an Enterprise Business Intelligence Maturity Model that involves thirteen key process areas (Strategic Management, Performance Measurement, Balanced Scorecard, Information Quality, Data Warehouse, Master Data Management, Metadata Management, Analytical, Infrastructure, Knowledge Management, People, Organization Culture and Change Management). This key objective of this chapter was to investigate impact on demographic factors such as age of BI initiave, organizational size, number of IT/BI employees, type of industry and revenue of the company towards the Enterprise Business Intelligence Initiave. A survey was conducted around 132 companies in this study. Results shows that age of BI initiatives, organizational size and number of IT/BI employees have relationship on BI maturity level while BI maturity level has strong relationship on the revenue of the company. Results above also show that the type of industry has no relationship on the BI maturity level

The Impact of IS-Business Alignment Practices on Organizational Choice of IS-Business Alignment Strategies

This study utilizes a mixed method approach to examine the relationship between IS/Business alignment practices and organizational choice of IS/business alignment strategy. To this end, the significance of six maturity factors of IS/Business alignment – governance, partnership, scope and architecture, communication, value, and skills – from the Strategic Alignment Maturity model are examined against three alignment strategies (independent, sequential, and synchronous) adopted by different organizations. Governance and partnership were found to be the most significant factors towards the evolutive process of IS/business alignment regardless of the alignment strategy. Moreover, our data shows that organizations that are most mature in partnership have a higher tendency to implement sequential integration strategy (IS strategy formulation follows and supports business strategy formulation) and not synchronous – where IS strategy formulation and business strategy formulation are done simultaneously. Follow-up group discussions with senior managers were also conducted in an attempt to identify the top management practices that advance the IS/business alignment process. The discussions revealed three management practices that considerably contribute to the process of aligning IS and business strategies: (1) the formalization of a program management process, (2) the improvement of support for hierarchies of authority, and (3) the integration of collaboration values. Those findings are discussed and future avenues of research are offered

A maturity model for care pathways

Over the last recent decades, increasing the quality of healthcare services while reducing costs has been among the top concerns in the healthcare landscape. Several healthcare institutions have initiated improvement programs and invested considerably in process orientation and management. Care pathways are receiving increasing attention from clinicians, healthcare managers, and academics, as a way to standardize healthcare processes to improve the safety, quality, and efficiency of healthcare services. Despite considerable literature on the definition of care pathways, to date there is no agreement on their key process characteristics and the way they traverse from an immature to a mature state. Such a model would guide healthcare institutions to assess pathways’ level of maturity and generate a roadmap for improving towards higher levels. In this paper, we propose a maturity model for care pathways that is constructed taking a generic business process maturity model as a basis. The model was refined through a Delphi study with nine domain experts to address healthcare domain specific concerns. To evaluate its validity, we applied it in assessing the maturity of a particular care pathway taking place in 11 healthcare institutions. The results indicate the usefulness of the proposed model in assessing pathway’s maturity and its potential to provide guidance for its improvement

A Digital Game Maturity Model

Game development is an interdisciplinary concept that embraces artistic, software engineering, management, and business disciplines. Game development is considered as one of the most complex tasks in software engineering. Hence, for successful development of good-quality games, the game developers must consider and explore all related dimensions as well as discussing them with the stakeholders involved. This research facilitates a better understanding of important dimensions of digital game development methodology. The increased popularity of digital games, the challenges faced by game development organizations in developing quality games, and severe competition in the digital game industry demand a game development process maturity assessment. Consequently, this study presents a Digital Game Maturity Model to evaluate the current development methodology in an organization. The objective is first to identify key factors in the game development process, then to classify these factors into target groups, and eventually to use this grouping as a theoretical basis for proposing a maturity model for digital game development. In doing so, the research focuses on three major stakeholders in game development: developers, consumers, and business management. The framework of the proposed model consists of assessment questionnaires made up of key identified factors from three empirical studies, a performance scale, and a rating method. The main goal of the questionnaires is to collect information about current processes and practices. This research contributes towards formulating a comprehensive and unified strategy for game development process maturity assessment. The proposed model was evaluated with two case studies from the digital game industry

A MATURITY MODEL FOR CARE PATHWAYS

Over the last recent decades, increasing the quality of healthcare services while reducing costs has been among the top concerns in the healthcare landscape. Several healthcare institutions have initiated improvement programs and invested considerably in process orientation and management. Care pathways are receiving increasing attention from clinicians, healthcare managers, and academics, as a way to standardize healthcare processes to improve the safety, quality, and efficiency of healthcare services. Despite considerable literature on the definition of care pathways, to date there is no agreement on their key process characteristics and the way they traverse from an immature to a mature state. Such a model would guide healthcare institutions to assess pathways’ level of maturity and generate a roadmap for improving towards higher levels. In this paper, we propose a maturity model for care pathways that is constructed taking a generic business process maturity model as a basis. The model was refined through a Delphi study with nine domain experts to address healthcare domain specific concerns. To evaluate its validity, we applied it in assessing the maturity of a particular care pathway taking place in 11 healthcare institutions. The results indicate the usefulness of the proposed model in assessing pathway’s maturity and its potential to provide guidance for its improvement

Presentation of the Model of Measuring the Maturity Level of Business ‎Intelligence in Electronic Business‏ ‏‎(Case Study: Internet Service Provider Companies)

This study aims to design a model for measuring the level of maturity of business intelligence in electronic businesses, specifically for Internet Service Provider (ISP) companies. The study adopts a qualitative approach based on the phenomenological approach. A total of 10 specialists, experts, and managers from electronic businesses involved in providing Internet services are selected as participants using the maximal differentiation method. Data are collected through in-depth and semi-structured interviews and analyzed using Colaizzi's method. The findings are classified into five levels of business intelligence maturity (Level 1: Primary maturity, Level 2: Repeatable maturity, Level 3: Defined maturity, Level 4: Managed maturity, Level 5: Optimized maturity) using the Delphi technique. Subsequently, a model consisting of 33 dimensions and 232 indicators is designed based on the relevant literature and the researcher's viewpoint, with confirmation from experts. Finally, the model is validated using confirmatory factor analysis in Smart PLS software.IntroductionDue to the fact that businesses face numerous challenges, such as the need for increased responsiveness and transparency towards customers, the growing number of tasks and organizational activities, and rapid technological changes, they require mechanisms capable of real-time data analysis and integration. Business intelligence serves as one of these mechanisms. Additionally, businesses need to assess and evaluate their current performance, compare their existing processes, tools, and methods with the best practices, and measure indicators of predictability, control, and effectiveness to effectively implement business intelligence. Therefore, they require a model to gauge the maturity level of business intelligence within their organization. Consequently, the objective of this research is to present a model for measuring the maturity level of business intelligence in electronic businesses.Materials and MethodsSince the researcher aims to extract the components of business intelligence maturity based on people's mentalities and experiences, the phenomenological method, specifically Colaizzi's method, was employed. To achieve this, 10 experts from Internet service provider companies were interviewed and selected using the maximal differentiation sampling method. The analysis of these interviews resulted in the extraction of 277 significant codes. Given the research's focus on measuring the maturity level of business intelligence, 40 experts were then asked to classify the obtained concepts into five levels of business intelligence maturity (Level 1: Primary maturity, Level 2: Repeatable maturity, Level 3: Defined maturity, Level 4: Managed maturity, Level 5: Optimized maturity) using the Delphi technique and snowball sampling method. After three rounds of Delphi, 232 codes remained out of the initial total of 277 codes. These 232 indicators were then categorized into 33 dimensions based on the definitions, functions of business intelligence, and the perceived concepts of each indicator. Subsequently, the researcher designed a measurement model for the maturity level of business intelligence in electronic businesses specifically tailored for Internet service providers. Finally, the designed model was validated through confirmatory factor analysis using SmartPLS software.Discussion and ResultsThis research has developed a model that enables companies, especially Internet service providers, to assess their current business state and their progress towards their goals. The model facilitates the decision-making process for e-business managers. With 5 levels, 33 dimensions, and 232 indicators encompassing technical, managerial, and human aspects, the model effectively enhances business capabilities and establishes a foundation for improving and advancing the level of maturity within the business. It is important to note that the model's Level 1 (Primary maturity) includes one dimension titled "reporting" with five indicators. Level 2 (Repeatable maturity) comprises five dimensions: advertising (eight indicators), management and performance evaluation (seven indicators), control (three indicators), documentation (five indicators), and automation (two indicators). Level 3 (Defined maturity) consists of six dimensions: access level (four indicators), customer orientation (16 indicators), process management (eight indicators), standardization of processes (10 indicators), improvement of information quality (five indicators), and improvement of service level (28 indicators). Level 4 (Managed maturity) encompasses 13 dimensions: assessment and analysis skills (14 indicators), business development and organizational processes (nine indicators), organizational management (12 indicators), organizational training (nine indicators), human resource management (16 indicators), organizational value (five indicators), security (two indicators), support (five indicators), business strategies (three indicators), management and development of essentials (11 indicators), business performance management (five indicators), policy making (four indicators), and cost-benefit (two indicators). Lastly, Level 5 (Optimized maturity) includes eight dimensions: predictive analysis (six indicators), dashboard (two indicators), knowledge management (six indicators), innovation (four indicators), competitive advantage (six indicators), technology development (four indicators), expansion of investment (three indicators), and data mining (three indicators).ConclusionsThis research has designed a model to facilitate the decision-making process of e-business managers, particularly those in Internet service providers. The model enables companies to assess their current business state and their progress towards their goals. The model encompasses 5 levels, 33 dimensions, and 232 different indicators, taking into account technical, managerial, and human aspects. With this comprehensive approach, the model has the potential to enhance business capabilities and establish a solid groundwork for improving and advancing the maturity level of the business. Internet service provider companies not only gain an understanding of their business intelligence maturity level and have the opportunity to elevate it through long-term planning, but they also empower themselves to navigate future changes and meet evolving customer expectations. The business intelligence maturity model introduced in this study serves as a framework for continuous improvement in their business activities. It provides a foundation and context for controlling processes and facilitates the ongoing enhancement of their operations.This study aims to design a model for measuring the level of maturity of business intelligence in electronic businesses, specifically for Internet Service Provider (ISP) companies. The study adopts a qualitative approach based on the phenomenological approach. A total of 10 specialists, experts, and managers from electronic businesses involved in providing Internet services are selected as participants using the maximal differentiation method. Data are collected through in-depth and semi-structured interviews and analyzed using Colaizzi's method. The findings are classified into five levels of business intelligence maturity (Level 1: Primary maturity, Level 2: Repeatable maturity, Level 3: Defined maturity, Level 4: Managed maturity, Level 5: Optimized maturity) using the Delphi technique. Subsequently, a model consisting of 33 dimensions and 232 indicators is designed based on the relevant literature and the researcher's viewpoint, with confirmation from experts. Finally, the model is validated using confirmatory factor analysis in Smart PLS software.IntroductionDue to the fact that businesses face numerous challenges, such as the need for increased responsiveness and transparency towards customers, the growing number of tasks and organizational activities, and rapid technological changes, they require mechanisms capable of real-time data analysis and integration. Business intelligence serves as one of these mechanisms. Additionally, businesses need to assess and evaluate their current performance, compare their existing processes, tools, and methods with the best practices, and measure indicators of predictability, control, and effectiveness to effectively implement business intelligence. Therefore, they require a model to gauge the maturity level of business intelligence within their organization. Consequently, the objective of this research is to present a model for measuring the maturity level of business intelligence in electronic businesses.Materials and MethodsSince the researcher aims to extract the components of business intelligence maturity based on people's mentalities and experiences, the phenomenological method, specifically Colaizzi's method, was employed. To achieve this, 10 experts from Internet service provider companies were interviewed and selected using the maximal differentiation sampling method. The analysis of these interviews resulted in the extraction of 277 significant codes. Given the research's focus on measuring the maturity level of business intelligence, 40 experts were then asked to classify the obtained concepts into five levels of business intelligence maturity (Level 1: Primary maturity, Level 2: Repeatable maturity, Level 3: Defined maturity, Level 4: Managed maturity, Level 5: Optimized maturity) using the Delphi technique and snowball sampling method. After three rounds of Delphi, 232 codes remained out of the initial total of 277 codes. These 232 indicators were then categorized into 33 dimensions based on the definitions, functions of business intelligence, and the perceived concepts of each indicator. Subsequently, the researcher designed a measurement model for the maturity level of business intelligence in electronic businesses specifically tailored for Internet service providers. Finally, the designed model was validated through confirmatory factor analysis using SmartPLS software.Discussion and ResultsThis research has developed a model that enables companies, especially Internet service providers, to assess their current business state and their progress towards their goals. The model facilitates the decision-making process for e-business managers. With 5 levels, 33 dimensions, and 232 indicators encompassing technical, managerial, and human aspects, the model effectively enhances business capabilities and establishes a foundation for improving and advancing the level of maturity within the business. It is important to note that the model's Level 1 (Primary maturity) includes one dimension titled "reporting" with five indicators. Level 2 (Repeatable maturity) comprises five dimensions: advertising (eight indicators), management and performance evaluation (seven indicators), control (three indicators), documentation (five indicators), and automation (two indicators). Level 3 (Defined maturity) consists of six dimensions: access level (four indicators), customer orientation (16 indicators), process management (eight indicators), standardization of processes (10 indicators), improvement of information quality (five indicators), and improvement of service level (28 indicators). Level 4 (Managed maturity) encompasses 13 dimensions: assessment and analysis skills (14 indicators), business development and organizational processes (nine indicators), organizational management (12 indicators), organizational training (nine indicators), human resource management (16 indicators), organizational value (five indicators), security (two indicators), support (five indicators), business strategies (three indicators), management and development of essentials (11 indicators), business performance management (five indicators), policy making (four indicators), and cost-benefit (two indicators). Lastly, Level 5 (Optimized maturity) includes eight dimensions: predictive analysis (six indicators), dashboard (two indicators), knowledge management (six indicators), innovation (four indicators), competitive advantage (six indicators), technology development (four indicators), expansion of investment (three indicators), and data mining (three indicators).ConclusionsThis research has designed a model to facilitate the decision-making process of e-business managers, particularly those in Internet service providers. The model enables companies to assess their current business state and their progress towards their goals. The model encompasses 5 levels, 33 dimensions, and 232 different indicators, taking into account technical, managerial, and human aspects. With this comprehensive approach, the model has the potential to enhance business capabilities and establish a solid groundwork for improving and advancing the maturity level of the business. Internet service provider companies not only gain an understanding of their business intelligence maturity level and have the opportunity to elevate it through long-term planning, but they also empower themselves to navigate future changes and meet evolving customer expectations. The business intelligence maturity model introduced in this study serves as a framework for continuous improvement in their business activities. It provides a foundation and context for controlling processes and facilitates the ongoing enhancement of their operations

Evaluation and Development of Selection Criteria to Guide Organizational Selection of a Project Management Maturity Model

Organizations wishing to measurably and continuously improve processes often look towards maturity models, such as OPM3 and CMMI, as their panacea. However, selecting the wrong model for the organizations goals and resources can result in project failure. This study, focusing on OPM3 and CMMI, proposes a guidance tool that can help organizations select the right maturity model. The study is framed in the state government context due to the complexity and relative insularity of that environment. In addition to being a limited based, state governments have several limiters that factor into project selection, namely budget and taxpayer transparency. Using several core methods of technology selection, best practices from business process improvement, and the OPM3 and CMMI-Services models, this paper reviews these components to identify what elements of a Project Management Maturity Model project could assist prospective government agencies in selecting a model that is appropriate to their situation and goals. The study identifies several factors, outside of the maturity models themselves that have effect on the outcome of the maturity model project itself. These factors should be taken into consideration by project sponsors early on in the project\u27s conception. Failure to do so risks selection of an inappropriate model, or one that exceeds the budget of the governmental organization. Finally, the selection questionnaire presented is intended to provide guidance regarding the purposes and functionalities of the OPM3 and CMMI-Services maturity models. Additionally, specific project success factors are framed in such as way as to generate additional discussion within the organization. These additional questions are intended to provide talking points related to the maturity model project in general, rather than for a specific model. In this way, the government organization can accurately reflect on and plan their Project Management Maturity Model project

Identifying Factors Contributing Towards Information Security Maturity in an Organization

Information security capability maturity (ISCM) is a journey towards accurate alignment of business and security objectives, security systems, processes, and tasks integrated with business-enabled IT systems, security enabled organizational culture and decision making, and measurements and continuous improvements of controls and governance comprising security policies, processes, operating procedures, tasks, monitoring, and reporting. Information security capability maturity may be achieved in five levels: performing but ad-hoc, managed, defined, quantitatively governed, and optimized. These five levels need to be achieved in the capability areas of information integrity, information systems assurance, business enablement, security processes, security program management, competency of security team, security consciousness in employees, and security leadership. These areas of capabilities lead to achievement of technology trustworthiness of security controls, integrated security, and security guardianship throughout the enterprise, which are primary capability domains for achieving maturity of information security capability in an organization. There are many factors influencing the areas of capabilities and the capability domains for achieving information security capability maturity. However, there is little existing study done on identifying the factors that contribute to achievement of the highest level of information security capability maturity (optimized) in an organization. This research was designed to contribute to this area of research gap by identifying the factors contributing to the areas of capabilities for achieving the highest level of information security capability maturity. The factors were grouped under the eight capability areas and the three capability domains in the form of an initial structural construct. This research was designed to collect data on all the factors using an online structured questionnaire and analyzing the reliability and validity of the initial structural construct following the methods of principal components analysis (PCA), Cronbach Alpha reliability analysis, confirmatory factor analysis (CFA), and structural equation modeling. A number of multivariate statistical tests were conducted on the data collected regarding the factors to achieve an optimal model reflecting statistical significance, reliability, and validity. The research was conducted in four phases: expert panel and pilot study (first phase), principal component analysis (PCA) and reliability analysis (RA) of the factor scales (second phase), confirmatory factor analysis (CFA) using LISREL (third phase), and structural equation modeling (SEM) using LISREL (fourth phase). The final model subsequent to completing the four phases reflected acceptance or rejection of the eleven hypotheses defined in the initial structural construct of this study. The final optimized model was obtained with the most significant factors loading on the capability areas of information integrity, information security assurance, business enablement, security process maturity, security program management, competency of security team, security conscious employees, and security leadership, including the most significant factors loading the three capability domains of security technology trustworthiness, security integration, and security guardianship. All the eleven hypotheses were accepted as part of the optimal structural construct of the final model. The model provides a complex integrated framework of information security maturity requiring multi-functional advancements and maturity in processes, people, and technology, and organized security program management and communications fully integrated with the business programs and communications. Information security maturity is concluded as a complex function of multiple maturity programs in an organization leading to organized governance structures, multiple maturity programs, leadership, security consciousness, and risk-aware culture of employees

The capability maturity model as a criminal justice process improvement paradigm

Background: The administrators, managers, and leaders of criminal justice organizations experience a plethora of processes that impact the strategic, tactical, and operational facets of their respective organizations. Sound processes are central to effectively and efficiently managing criminal justice organizations and for facilitating the optimal operations of the organization. Such management characteristics are necessary to render public services towards the goals of deterring crime and maintaining societal order. Administrating and managing criminal justice organizations involves paradigms that favor process improvement and quality of processes. Existing methods include the Compstat paradigm Total Quality Management, business process management, business process improvement, business process reengineering, standards, legislation, policy, and Six Sigma. However, such paradigms not approach process improvement from the unique perspective of process maturity as a foundational basis. Additionally, no solitary foundational basis exists that uniquely addresses organizational process improvement issues, regarding criminal justice entities, from the perspective of evolutionary process maturation through time. This research examines the potential of adapting the Capability Maturity Model Integrated (CMMi) as a foundational process improvement framework among criminal justice organizations. Within the CMMi framework, process improvement begins from a state of random, ad hoc processes and culminates in a state of highly optimized processes. Through time, process maturation occurs through five primary stages sequentially: 1) random, 2) managed, 3) defined/specific, 4) quantitatively managed, and 5) optimized. This research explores the potential of leveraging the CMMi paradigm as a form of organizational process improvement within the criminal justice domain. Scope of the Study: This research investigated the potential for adapting the Capability Maturity Model (Integrated) (CMMi) within the criminal justice domain. A derivative maturity model framework, the Criminal Justice Maturity Model (CJMM), was crafted using the CMMi concept as its foundational premise. A Likert scale survey was implemented to investigate the perceptions of personnel regarding process improvement initiatives and their work settings. This study was constrained to the criminal justice domains of the states of Alabama and Mississippi. Data processing encompassed demographic descriptions of the survey instrument and the received responses, ANOVA, Chi-Square analysis, and the Cronbach Method. Stratifications involved separating the survey responses into classifications of Alabama versus Mississippi entities, urban versus rural entities, and management versus non-management entities. Findings and Conclusions: The conclusions of this research failed to show that all five levels of the maturity model framework appear to be separately perceived among the respondents. Therefore, per each individual stage of the maturity model framework, this research failed to show conclusively that the complete maturity model framework is adaptable among administrative settings in the criminal justice domain and that process maturity issues among respondent settings are addressed via a process maturity framework. Because this research failed to show the perceived characteristics of all five maturity levels of the maturity model framework separately, it is concluded that the criminal justice administrative settings of the respondents do not conform completely to the tenets of the CMMi paradigm. Future studies were recommended to pursue additional approaches of this research project. This study represents an initial starting point from which several future endeavors may be initiated.Criminology and Security ScienceD. Litt. et Phil. (Police Science

IT service management: process capability, process performance, and business performance

As technology is at the core of almost every leading industry, organizations are increasingly scrutinizing their Information Technology (IT) group’s performance so that it is more in line with overall business performance and contributes to the business’ bottom line. Many IT departments are not equipped to meet these increasing IT service demands. They continue to operate as passive-reactive service providers, utilizing antiquated methods that do not adequately provide the quality, real-time solutions that organizations need to be competitive. Organizations need efficient Information Technology Service Management (ITSM) processes in order to cut costs, but ironically, in order to implement highly capable processes, there are significant costs involved, both in terms of time and resources. A potential way to achieve better performing and higher capable processes is to employ methods to compare an organization’s processes against best-practice standards to identify gaps and receive guidance to improve the processes. Many of the existing methods require large investments. Holding back progress towards best practice for financial benefit in the IT industry is the reluctance of many IT organizations to embrace the business side (specifically Service Portfolio Management and IT Financial Management) aspects of ITSM. Service Portfolio Management (SPM) is used to manage investments in Service Management across an organization, in terms of financial values. SPM enables managers to assess the quality requirements and associated costs. IT Financial Management aims to provide information on the IT assets and resources used to deliver IT services. Providing a Service Portfolio and practicing IT Financial Management requires a high level of maturity for an organization. It seems reasonable and logical that the organization’s Chief Information Officer should be able to articulate and justify the IT services provided, report the costs (by service) incurred in delivering these services, and can communicate the demand for those services, that is, how they are being consumed and projections on how they will be consumed in the future. However, a major investment in terms of time and resources may be needed to catalogue such information and report on it. The research problem that this paper addresses is the lack of a pragmatic model and method that associates ITSM process maturity (process capability and performance) with financial performance for organizations that lack mature ITSM processes. Previous studies have reported on cost savings, but there is currently no measurement model to associate ITSM maturity with financial profitability; which in turn prompts the research question: How can the association of ITSM process capability and process performance with financial performance of an organization be determined? This research iteratively develops and applies a measurement model that presents a pragmatic and cost-effective method to link ITSM process capability and process performance with business performance by operationalizing Key Performance Indicators (KPIs) to support Critical Success Factors (CSFs) and associating CSFs with business risks to determine business performance. This study employs a scholar-practitioner approach to changing/improving processes using action research and an adaptation of the Keys to IT Service Management Excellence Technique (KISMET) model to guide the process improvement initiative. This technique leads to the second research question: How can the ITSM measurement framework be demonstrated for CSI? The research was based on a single case study of a global financial services firm Company X that had implemented the ITIL® framework to improve the quality of its IT services. The study found that the measurement framework developed can be used as a starting point for self-improvement for businesses, identifying gaps in processes, benchmarking within an organization as well as guiding an organization’s process improvement efforts. The measurement model can be used to conduct What-If analyses to model the impacts of future business decisions on KPIs and CSFs. The measurement model presented in this study can be quickly implemented, adapted and evolved to meet the organization’s needs. The research offers an example from which other organizations can learn to measure their financial return on investment in ITSM improvement