Relevant bibliographies by topics / Management maturity

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Management maturity'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Management maturity"

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Yudelman, David. "Maturity management." Resources Policy 12, no. 1 (1986): 29–39. http://dx.doi.org/10.1016/0301-4207(86)90046-2.

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Galli, Brian J. "Project Management Maturity Models." International Journal of Applied Logistics 8, no. 2 (2018): 19–38. http://dx.doi.org/10.4018/ijal.2018070102.

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In today's highly dynamic and rapidly changing business landscape, project constraints are continuously increasing regarding cost, time, level of customer satisfaction, and return on investment. Project-related issues are also increasing due to increased complexity, increased number of stakeholders, and extensive parameters. Recently, the project management community has shown interest in developing methodologies for project management to increase success in business organizations. Several project management models are introduced. In this article, different project management maturity models a
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Ilyin, I. I., and A. I. Levina. "Business architecture maturity management." St. Petersburg State Polytechnical University Journal. Economics 216, no. 2 (2015): 109–17. http://dx.doi.org/10.5862/je.216.13.

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Derenskaya, Yana. "ORGANIZATIONAL PROJECT MANAGEMENT MATURITY." Baltic Journal of Economic Studies 3, no. 2 (2017): 25–32. http://dx.doi.org/10.30525/2256-0742/2017-3-2-25-32.

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Ibbs, C. William, and Young Hoon Kwak. "Assessing Project Management Maturity." Project Management Journal 31, no. 1 (2000): 32–43. http://dx.doi.org/10.1177/875697280003100106.

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The principal goal of this study was to determine the financial and organizational impacts of project management. This study began with the development of a project management maturity model and an analysis methodology to assess the maturity of project management processes. The project management maturity analysis methodology consists of 148 multiple-choice questions that measure project management maturity, and cover 8 knowledge areas and 6 project phases. The maturity model and methodology were then applied by benchmarking 38 different companies and government agencies in 4 different industr
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Andjelkovic-Pesic, Marija, Vesna Jankovic-Milic, and Aleksandra Andjelkovic. "Business process management maturity model: Serbian enterprises' maturity level." Ekonomika preduzeca 60, no. 3-4 (2012): 190–98. http://dx.doi.org/10.5937/ekopre1204190a.

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Vincent, Nishani Edirisinghe, Julia L. Higgs, and Robert E. Pinsker. "Board and Management-Level Factors Affecting the Maturity of IT Risk Management Practices." Journal of Information Systems 33, no. 3 (2018): 117–35. http://dx.doi.org/10.2308/isys-52229.

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ABSTRACT The Securities and Exchange Commission's 2009 enhanced proxy disclosure requirements and the updated Committee of Sponsoring Organizations' (COSO) Internal Control Framework have caused organizations to increase their focus on risk management and consider the impact of information technology (IT) in enterprise risk management. Our study examines whether board involvement, board expertise, and top management's risk culture affect the maturity of IT risk management practices (maturity) in firms. We find that board involvement positively influences maturity while top managers' risk-takin
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Domańska-Szaruga, Beata. "Maturity of risk management culture." Entrepreneurship and Sustainability Issues 7, no. 3 (2020): 2060–78. http://dx.doi.org/10.9770/jesi.2020.7.3(41).

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Kosieradzka, Anna. "Maturity Model for Production Management." Procedia Engineering 182 (2017): 342–49. http://dx.doi.org/10.1016/j.proeng.2017.03.109.

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Crawford, J. Kent. "The Project Management Maturity Model." Information Systems Management 23, no. 4 (2006): 50–58. http://dx.doi.org/10.1201/1078.10580530/46352.23.4.20060901/95113.7.

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Dissertations / Theses on the topic "Management maturity"

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Petersen, Mervyn. "Improving outage process maturity level using a process maturity model." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2561.

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Thesis (MTech (Quality (Engineering)))--Cape Peninsula University of Technology, 2016.<br>The research study establishes the maturity level of the outage process of the Outage Management Department at Eskom. The outage process started in 2012 to contribute to the effective planning and execution of outages. The successful completion of outages depends on effective planning and execution of an outage. At the time of the research study, poor outage performance at Eskom’s power stations contributed to load shedding of electricity in South Africa. The research problem statement reads as follows:
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Baškarada, Saša Koronios Andy. "Information quality management capability maturity model." Wiesbaden : Vieweg + Teubner Research, 2009. http://site.ebrary.com/id/10382617.

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Baškarada, Saša. "Information quality management capability maturity model." Wiesbaden Vieweg + Teubner, 2008. http://d-nb.info/996641726/04.

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Baškarada, Saša. "Information quality management capability maturity model." Wiesbaden [Germany] : Vieweg+Teubner Research, 2009. http://dx.doi.org/10.1007/978-3-8348-9634-6.

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Denbu, Wilhelmsson Felicia, and Malin Eriksson. "Enterprise Search Management Maturity : - A model for the assessment of an organization’s maturity level within enterprise search management." Thesis, KTH, Industriell Management, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-127020.

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As organizations grow larger, so does the information base of the organization, and the need to findimportant information increases along with it. However, many organizations are neglecting theimportance of information. Enterprise search lets users search for information in multiple informationrepositories from one single application, without having to know where the information resides. The focalfirm of this research, Findwise AB, is a Swedish IT consultancy firm specialized in delivering searchsolutions to its customers. It has been shown that not many organizations have a strategy for their
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Markevičiūtė, Lina. "Information factors of quality management system maturity." Doctoral thesis, Lithuanian Academic Libraries Network (LABT), 2009. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2009~D_20091024_103844-64497.

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Successful quality management systems proceeding and continual development, that determine systems maturity, is not self-contained phenomenon. Persuading for quality management systems maturity, organization must create suitable conditions for that. Organization must determine maturity factors and tend for these factors suitable impact to quality management system. Information factors are ascribable to factors, that determinate quality management systems maturity. But still now, the whole of information factors is not institutionalized sustaining by information since theoretical base. Characte
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Sargent, Walter H. "Strategies to Improve Project Management Maturity Processes." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3003.

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Information technology organizations lose significant competitive value when business leaders fail to use project management maturity (PMM) processes that enhance market delivery, reduce costs, and increase profitability. Using a multiple-case study, the researcher explored strategies that project leaders have used to improve PMM processes and expanded upon Kerzner's PMM model, which comprises 5 PMM levels essential for achieving repeatable project success. The researcher selected 20 project leader participants in the Southeastern region of the United States using a purposeful snowball samplin
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Dahlin, Gunnar. "Process Maturity : A Component of Process Management." Licentiate thesis, Luleå tekniska universitet, Industriell Ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-62274.

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To be able to meet an increased competition through for instance globalization, and shorter product lifecycles, focus on performance control is central for organizations, where for instance processes and stakeholder orientation are central when continuously improving the operation of the organization. The purpose of this thesis is to contribute to the knowledge of how process maturity can be linked to process management. The following research questions have been formulated:  How does process theories relate to the integration of management systems?  How are process theories used within the f
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Box, Debra. "Business process security maturity: a paradigm convergence." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/722.

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Information technology developments in software and hardware have enabled radical changes in information systems, culminating in the paradigm Business Process Management. There has been a concomitant rise in the importance of information security and security engineering due to the increased reliance by society on information. Information is seen as a critical success factor which needs protection. Information security is the response to increased hazards created through recent innovations in Web technology and the advent of intra and inter enterprise-wide systems. Security engineering is base
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Krüger, Cornelius Johannes. "Knowledge management maturity from a strategic/managerial perspective." Pretoria : [S.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-11112008-111744/.

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Books on the topic "Management maturity"

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Project management maturity model. 2nd ed. Auerbach Publications, 2007.

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Project management maturity model. CRC Press, Taylor & Francis Group, 2015.

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Management maturity: Prerequisite to total quality. University Press of America, 1994.

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Baškarada, Saša. Information Quality Management Capability Maturity Model. Vieweg+Teubner Verlag / GWV Fachverlage GmbH, Wiesbaden, 2009.

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Baškarada, Saša. Information Quality Management Capability Maturity Model. Vieweg+Teubner, 2009. http://dx.doi.org/10.1007/978-3-8348-9634-6.

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Kosieradzka, Anna, and Katarzyna Rostek. Process Management and Organizational Process Maturity. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-66800-6.

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Gottschalk, Petter. Knowledge management maturity in law firm business. Nova Science Publishers, 2012.

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Project Management Institute. Organizational project management maturity model (OPM3): Knowledge foundation. 2nd ed. Project Management Institute, 2008.

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Kerzner, Harold. Using the Project Management Maturity Model, Third Edition. John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119559078.

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Strategic Planning for Project Management Using a Project Management Maturity Model. John Wiley & Sons, Ltd., 2002.

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Book chapters on the topic "Management maturity"

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Wagenblatt, Timo. "Organizational Maturity." In Software Product Management. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19871-8_9.

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Deszczyński, Bartosz. "Relationship Management Maturity." In Firm Competitive Advantage Through Relationship Management. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67338-3_3.

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AbstractThis chapter introduces the notion of RM maturity. The first section clarifies the role of the maturity concepts in management science and presents the design of a systemic theoretical inquiry into RM maturity. In total, 13 RM-related themes were qualified to become the content of the RM maturity concept. The second section discusses the themes grouped in the strategic dimension of RM, including Service-Dominant Logic (SDL) as the most distinctive and consistent theme in this group. A brief theory-integrative discourse is given about the interplay between RM and SDL as permeable paradigms embedded in the RBV and dynamic capabilities theories. The third section discusses the roles of interdepartmental and departmental processes and ICT in defining RM maturity. The chapter concludes with the preliminary proposal of the RM maturity model fitted into the broad definitional basis of RM.
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Richardson, Gary L., and Brad M. Jackson. "Organizational Maturity." In Project Management Theory and Practice. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-41.

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Cooke-Davies, Terry. "Project Management Maturity Models." In The Wiley Guide to Managing Projects. John Wiley & Sons, Inc., 2007. http://dx.doi.org/10.1002/9780470172391.ch49.

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Zhou, Shelley W. W. "Carbon Management Maturity Model." In Carbon Management for a Sustainable Environment. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-35062-8_6.

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Szymczak, Maciej, Mariusz Szuster, Grażyna Wieteska, and Anna Baraniecka. "Supply Chain Management." In Managing Towards Supply Chain Maturity. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137359667_2.

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Luftman, Jerry. "Strategic Alignment Maturity." In Handbook on Business Process Management 2. Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-45103-4_1.

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Ghidini, Alessandro, and Sarah H. Poggi. "Fetal Lung Maturity." In Queenan's Management of High-Risk Pregnancy. Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781119963783.ch9.

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Wieteska, Grazyna. "Supply Chain Risk Management." In Managing Towards Supply Chain Maturity. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137359667_6.

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Knapp, Michael. "Governance and Organisation Project Maturity." In Management for Professionals. Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7838-5_3.

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Conference papers on the topic "Management maturity"

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Boy, Guy A. "Knowledge management for product maturity." In the 3rd international conference. ACM Press, 2005. http://dx.doi.org/10.1145/1088622.1088631.

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Wilson, E. "The Asset Information Maturity Model." In Asset Management Conference 2015. Institution of Engineering and Technology, 2015. http://dx.doi.org/10.1049/cp.2015.1715.

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Jurczuk, Arkadiusz. "TOWARDS PROCESS MATURITY – TRIGGERS OF CHANGE." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.77.

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Process-oriented development of an organization is supported by maturity models. They delineate a sequence of stages that together form a path from an initial to a desired maturity level. Maturity progress is determined by various success factors and initiated by different triggers. There is no common classification of these triggers. The purpose of this paper is to identify triggers in relation to maturity levels. To identify triggers a contextual model has been developed and literature review has been conducted. Results suggest that due to incomplete understanding of process-based approach s
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Suhardi, I. Gusti Ngurah Agung Rama Gunawan, and Ardani Yustriana Dewi. "Total Information Quality Management-Capability Maturity Model (TIQM-CMM): An information quality management maturity model." In 2014 International Conference on Data and Software Engineering (ICODSE). IEEE, 2014. http://dx.doi.org/10.1109/icodse.2014.7062675.

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Sukhoo, Aneerav, Andries Barnard, Mariki Eloff, and John Andrew van der Poll. "An Evolutionary Software Project Management Maturity Model for Mauritius." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3158.

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Software project management is a relatively recent discipline that emerged during the second half of the 20th century (Kwak, 2003). Many of the software project management methodologies available today were developed in Western/European countries and research showed that there was a need to formalise a software project management framework for developing countries, in particular Africa (Muriithi &amp; Crawford, 2003). Based on surveys and discussions with software professionals, a methodology for software project management is being proposed. The methodology is based on a maturity model as Mau
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Chen, Jing-wu, and Xian Zhang. "PRINCE2 Based Project Management Maturity Model." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5578608.

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Kozman, J. "Maturity and Impact of Information Management." In PGCE 2004. European Association of Geoscientists & Engineers, 2004. http://dx.doi.org/10.3997/2214-4609-pdb.259.19.

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Makhanya, B. B. S., H. Nel, and J. H. C. Pretorius. "Benchmarking Quality Management Maturity in Industry." In 2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2018. http://dx.doi.org/10.1109/ieem.2018.8607687.

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Flanagan, George A., and Thyra L. Rauch. "Usability management maturity, part 1 (abstract)." In Conference companion. ACM Press, 1995. http://dx.doi.org/10.1145/223355.223705.

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Rauch, Thyra L., and George A. Flanagan. "Usability management maturity, part 2 (abstract)." In Conference companion. ACM Press, 1995. http://dx.doi.org/10.1145/223355.223707.

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Reports on the topic "Management maturity"

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Bigio, Saki, Galo Nuño, and Juan Passadore. A Framework for Debt-Maturity Management. National Bureau of Economic Research, 2019. http://dx.doi.org/10.3386/w25808.

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Sauser, Brian J., Jose E. Ramirez-Marquez, David Nowicki, Abhi Deshmukh, and Matin Sarfaraz. Development of Systems Engineering Maturity Models and Management Tools. Defense Technical Information Center, 2011. http://dx.doi.org/10.21236/ada546788.

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Jeffers, Robert, Sean DeRosa, Thomas Wall, et al. Utility Management Practices for Addressing Extreme Weather: A Resilience Maturity Model. Office of Scientific and Technical Information (OSTI), 2019. http://dx.doi.org/10.2172/1762077.

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Jackson, Jr, and Carl J. Analysis of the 314th Contracting Squadrons Contract Management Capability Using the Contract Management Maturity Model (CMMM). Defense Technical Information Center, 2007. http://dx.doi.org/10.21236/ada475941.

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Jeffers, Dina T. Contract Specialist Turnover Rate and Contract Management Maturity in the National Capital Region Contracting Center: An Analysis. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada514011.

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Puma, Kevin P., and Beth A. Scherr. Assessing Contract Management Maturity: U.S. Army Joint Munitions and Lethality Contracting Center, Army Contracting Command, Picatinny Arsenal. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada509033.

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Greene, Anne, Kelly Waldron, and Nuala Calnan. Quality Risk Management: State of the Industry—Part 1. Has the Industry Realized the Full Value of ICH Q9? Institute of Validation Technology, 2014. http://dx.doi.org/10.1080/21507090.ar1152014agkwnc-qrmsoi.

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This paper summarizes research designed to characterize the current state of pharmaceutical and biotechnology industries with respect to the adoption of Quality Risk Management as per ICH Q9. The research supports the hypotheses that the full value of QRM with respect to product quality and patient safety has not yet been realized. In addition, industry appears to be lagging behind regulatory expectations with respect to QRM maturity, indicating that current approaches to QRM require significant improvement.
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Berkowitz, Jacob, Nathan Beane, Kevin Philley, Nia Hurst, and Jacob Jung. An assessment of long-term, multipurpose ecosystem functions and engineering benefits derived from historical dredged sediment beneficial use projects. Engineer Research and Development Center (U.S.), 2021. http://dx.doi.org/10.21079/11681/41382.

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The beneficial use of dredged materials improves environmental outcomes while maximizing navigation benefits and minimizing costs, in accordance with the principles of the Engineering With Nature® (EWN) initiative. Yet, few studies document the long-term benefits of innovative dredged material management strategies or conduct comprehensive life-cycle analysis because of a combination of (1) short monitoring time frames and (2) the paucity of constructed projects that have reached ecological maturity. In response, we conducted an ecological functional and engineering benefit assessment of six h
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Lagutin, Andrey, and Tatyana Sidorina. SYSTEM OF FORMATION OF PROFESSIONAL AND PERSONAL SELF-GOVERNMENT AMONG CADETS OF MILITARY INSTITUTES. Science and Innovation Center Publishing House, 2020. http://dx.doi.org/10.12731/self-government.

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When carrying out professional activities, officers of the VNG of the Russian Federation are often in difficult, stressful, emotionally stressful situations associated with the use of weapons as a particularly dangerous means of destruction. The right to use a weapon by an officer makes him responsible for its use. And therefore requires the officer to make a balanced optimal decision, which is associated with the risk and transience of events, and in which no mistake can be made, since the price of it can be someone's life. It is at such a moment that it is important that the officer has stab
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Rodrigo, Maria Fernanda, Claudia Figueroa, Oliver Peña-Habib, Xiomara Rojas-Asqui, and Melanie Putic. OVE's Review of Project Completion Reports (PCRs) and Expanded Supervision Reports (XSRs): The 2020 Validation Cycle. Inter-American Development Bank, 2020. http://dx.doi.org/10.18235/0002944.

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This report summarizes the results of the Office of Evaluation and Oversight's (OVE) annual validation of the self-assessments of project performance and results completed by the Inter-American Development Bank (IDB) and IDB Invest in 2019-2020. The IDB and IDB Invest have systems in place to measure the development effectiveness of their operations. These systems use a number of instruments to assess projects at the design, implementation, and completion phases. The design-phase assessment uses a “Development Effectiveness Matrix” (DEM) for sovereign guaranteed (SG) operations. The effectiven
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