| business development maturity model: Diverse Applications and Transferability of Maturity Models Katuu, Shadrack, 2018-10-19 Previously, professionals had to make judgment calls based on subjective criteria, including their own acumen, in their decision making. In order to combat this subjectivity, maturity models can be implemented to allow organizations a means of assessing everyday processes and to offer a path towards advancement using transparent objective criteria. Diverse Applications and Transferability of Maturity Models is a pivotal reference source that provides vital research on the application of maturity models in organizational development in a variety of work environments. While highlighting topics such as open government, archives and records management, enterprise content management, and digital economy, this publication explores methods to help organizations effectively implement plans in any given management system. This book is ideally designed for professionals and researchers seeking current research on a variety of social science and applied science fields including business studies, computer science, digital preservation, information governance, information science, information systems, public administration, records management, and project management. |
| business development maturity model: Business Process Maturity Amy Van Looy, 2014-01-27 Organisations face many challenges, which induce them to perform better, and thus to establish mature (or excellent) business processes. As they now face globalisation, higher competitiveness, demanding customers, growing IT possibilities, compliancy rules etc., business process maturity models (BPMMs) have been introduced to help organisations gradually assess and improve their business processes (e.g. CMMI or OMG-BPMM). In fact, there are now so many BPMMs to choose from that organisations risk selecting one that does not fit their needs or one of substandard quality. This book presents a study that distinguishes process management from process orientation so as to arrive at a common understanding. It also includes a classification study to identify the capability areas and maturity types of 69 existing BPMMs, in order to strengthen the basis of available BPMMs. Lastly it presents a selection study to identify criteria for choosing one BPMM from the broad selection, which produced a free online selection tool, BPMM Smart-Selector. |
| business development maturity model: Project Management Maturity Model J. Kent Crawford, 2006-07-24 Assisting organizations in improving their project management processes, the Project Management Maturity Model defines the industry standard for measuring project management maturity.Project Management Maturity Model, Second Edition provides a roadmap showing organizations how to move to higher levels of organizational behavior, improving |
| business development maturity model: Proposal Guide for Business Development Professionals Larry Newman, 2001 |
| business development maturity model: Organizational Project Management Maturity Model (OPM3) Project Management Institute, 2008 A second edition provides tools for organizations to measure their maturity against a comprehensive set of best practices, providing updated coverage of current PMI standards, guidelines for promoting smoother transitions and strategies for eliminating redundancy. |
| business development maturity model: Using the Project Management Maturity Model Harold Kerzner, 2011-11-29 Updated for today's businesses-a proven model FOR assessment and ongoing improvement Using the Project Management Maturity Model, Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project management into every part of their organizations. Conveniently organized into two sections, this Second Edition begins with an examination of strategic planning principles and the ways they relate to project management. In the second section, PMMM is introduced with in-depth coverage of the five different levels of development for achieving maturity. Easily adaptable benchmarking instruments for measuring an organization's progress along the maturity curve make this a practical guide for any type of company. Complete with an associated Web site packed with both teaching and learning tools, Using the Project Management Maturity Model, Second Edition helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence. |
| business development maturity model: SOA Source Book The Open Group, 2020-06-11 Software services are established as a programming concept, but their impact on the overall architecture of enterprise IT and business operations is not well-understood. This has led to problems in deploying SOA, and some disillusionment. The SOA Source Book adds to this a collection of reference material for SOA. It is an invaluable resource for enterprise architects working with SOA.The SOA Source Book will help enterprise architects to use SOA effectively. It explains: What SOA is How to evaluate SOA features in business terms How to model SOA How to use The Open Group Architecture Framework (TOGAF ) for SOA SOA governance This book explains how TOGAF can help to make an Enterprise Architecture. Enterprise Architecture is an approach that can help management to understand this growing complexity. |
| business development maturity model: E-business In The 21st Century: Essential Topics And Studies (Second Edition) Jun Xu, Xiang-zhu Gao, 2021-02-04 In the world of internet, wide adoption of computing devices dramatically reduces storage costs with easy access to huge amount of data, thus posing benefits and challenges to e-business amongst organizations.This unique compendium covers current status and practices of e-business among organizations, their challenges and future directions. It also includes studies of different perspectives and markets of e-business.The must-have volume will be a good reference text for professionals and organizations who are updating their e-business knowledge/skills and planning their e-business initiatives. |
| business development maturity model: The Capability Maturity Model Mark C. Paulk, 1995 Principal Contributors and Editors: Mark C. Paulk, Charles V. Weber, Bill Curtis, Mary Beth Chrissis In every sense, the CMM represents the best thinking in the field today... this book is targeted at anyone involved in improving the software process, including members of assessment or evaluation teams, members of software engineering process groups, software managers, and software practitioners... From the Foreword by Watts Humphrey The Capability Maturity Model for Software (CMM) is a framework that demonstrates the key elements of an effective software process. The CMM describes an evolutionary improvement path for software development from an ad hoc, immature process to a mature, disciplined process, in a path laid out in five levels. When using the CMM, software professionals in government and industry can develop and improve their ability to identify, adopt, and use sound management and technical practices for delivering quality software on schedule and at a reasonable cost. This book provides a description and technical overview of the CMM, along with guidelines for improving software process management overall. It is a sequel to Watts Humphrey's important work, Managing the Software Process, in that it structures the maturity framework presented in that book more formally. Features: Compares the CMM with ISO 9001 Provides an overview of ISO's SPICE project, which is developing international standards for software process improvement and capability determination Presents a case study of IBM Houston's Space Shuttle project, which is frequently referred to as being at Level 5 0201546647B04062001 |
| business development maturity model: Project Management Fundamentals Gregory T. Haugan PhD, PMP, Gregory T. Haugan, 2010-10 Build on the Right Fundamentals for Project Management Success! To achieve success in any endeavor, you need to understand the fundamental aspects of that endeavor. To achieve success in project management, you should start with Project Management Fundamentals: Key Concepts and Methodology, Second Edition. This completely revised edition offers new project managers a solid foundation in the basics of the discipline. Using a step-by-step approach and conventional project management (PM) terminology, Project Management Fundamentals is a commonsense guide that focuses on how essential PM methods, tools, and techniques can be put into practice immediately. New material in this second edition includes: • A thorough discussion of agile project management and its use in real-life situations • Detailed explanations of the unique factors involved in managing service projects • An enhanced appendix on management maturity models • A new appendix on project communications and social networking • Expanded coverage of the triple constraints in PM, going beyond scope, schedule, and cost to include quality, resources, and risks As a refresher for the experienced project manager or as a comprehensive introductory guide for the new practitioner, Project Management Fundamentals: Key Concepts and Methodology, Second Edition, is the go-to resource that delivers. |
| business development maturity model: Growing Happy Clients Ward van Gasteren, Daphne Tideman, 2020-11-18 As a growth hacker you know how to growth hack. You know how to discover bottlenecks, measure impact and run experiments. But do you know as a consultant: - The five principles to handle any and every client you come across? - How to create internal fans within a company to ensure your contract gets renewed? - How to rid yourself of the confining label of Marketing and have a broader impact? If the answer to any of these questions is ‘no’, then this book is for you. Growing Happy Clients takes you a step further than the ‘Happily Ever After’ of every growth hacking book on growth processes. You’ve got your client, you’ve got your skills, but now you need the abilities to deal with messy situations and internal challenges. To ensure that you get the hours and tools you need to guide your client to success. In Growing Happy Clients, we take you from kickoff to project reflection, teaching you all the ‘soft skills’ that separate a successful growth hacker from the rest. Whether you’re a growth hacker or marketer freelancer, part of an agency or in-house, you will finish this growth hacking book as a better, more confident growth consultant, and ready to grow your happy clients. Who is this book for Freelance growth hackers and marketers Growth Hacking or Marketing consultants working at an agency or in-house Internal growth hackers or marketers hoping to implement growth hacking within an organisation About the Authors Daphne Tideman and Ward van Gasteren have over ten years of combined experience in working with the fastest growing scale-ups and the biggest Fortune 500 corporates. Daphne was the first employee at what became a leading growth hacking agency. Ward was one of the first certified growth hackers in Europe and has consulted with 70+ companies as a freelance consultant. Quotes about Growing Happy Clients ⭐⭐⭐⭐⭐ - Must-read for all digital consultants. This book is a must-read. Not only for growth hacking consultants, but for all consultants working in the digital space. The book contains great advice, practical examples and lots of resources. It covers a project with a client from beginning to end in a very comprehensive manner. Highly recommended! I've thoroughly enjoyed reading Growing Happy Clients – I can’t help to think it’s going to be massively beneficial for those starting with growth hacking and additionally for those that think they know what growth hacking is but actually haven’t got a clue ��. - Abi Hough, 20+ years of growth and optimization experience I work as a marketer and even though I am not a consultant Growing Happy Clients helped me change the way we approach growth both in terms of project management and working together with different departments. - Fleurine T, Marketer at Goboony |
| business development maturity model: Capability Maturity Model for Business Development , 2013-05-24 The BD-CMM is the standard for high performance in Business Development (BD). Version 2.0 reflects significant, world-wide operational experience, lessons learned, and research studies conducted since Version 1.0 was released in 2004. In addition, the new version restructures content to align with Capability Maturity Model Integration® (CMMI®). As was true for Version 1.0, BD-CMM is not intended to provide a quick fix for organizations that may have failing BD projects. Rather, it addresses key issues that (a) help organizations create dramatically more robust focus on customer value, dynamic leadership, teamwork, process vibrancy, and leading-edge systems; (b) support capability to win more opportunities, at greater contract values, while minimizing the cost of winning; and (c) move organizations to a sustainable culture of business winning in an increasingly competitive business environment |
| business development maturity model: SOA Maturity Model Pericles Antoniades, 2013-12-02 Companies have long sought to integrate existing Information Systems (IS) in order to support existing and potentially new business processes spread throughout their “territories” and possibly to collaborating organizations. A variety of designs can be used to this end, ranging from rigid point-to-point electronic data interchange (EDI) interactions to “Web auctions”. By updating older technologies, such as “Internet-enabling” EDI-based systems, companies can make their IT systems available to internal or external customers; but the resulting systems have not proven to be flexible enough to meet business demands. A more flexible, standardized architecture is required to better support the connection of various applications and the sharing of data. Service-Oriented Architecture (SOA) is one such architecture. It unifies (“orchestrates”) business processes by structuring large applications as an ad-hoc collection of smaller modules called “Services”. These applications can be used by different groups of people both inside and outside the company, and new applications built from a mix of services (located in a global repository) exhibit greater agility and uniformity. Thus, SOA is a design framework for realizing rapid and low-cost system development and improving total system quality. SOA uses the Web Services standards and technologies and is rapidly becoming a standard approach for enterprise information systems integration. SOA adoption by enterprises has been identified as one of the highest business priorities by a recent Gartner study (Gartner 2007) and enterprises increasingly recognize the requirement for an increased “Service-orientation” and relevant comprehensive frameworks, which will not only help them position themselves and evaluate their SOA initiatives, but also guide them in achieving higher levels of SOA maturity. This in turn, will help enterprises acquire (and retain) competitive advantage over other players in the market who are not (using SOA and thus they are not) so flexibly adjusting themselves to address new business requirements. This book proposes a new SOA Maturity Model (MM) using a Delphi-variant technique and this constitutes one of its distinguishing features because none of the relevant existing works utilized Delphi. Moreover, the fact that the proposed SOA MM supports inter-enterprise setups makes it even more distinct. The newly proposed SOA MM is then used to help the participating organizations position themselves in respect to SOA (current status), guide them to achieve higher levels of SOA maturity, and anticipate their SOA maturity in five years’ time. Furthermore, the “local” or “global” nature of the proposed SOA MM is investigated. This is checked firstly against selected expert panel participants and secondly against local business practitioners. |
| business development maturity model: CMMI for Acquisition Brian Gallagher, Mike Phillips, Karen Richter, Sandra Shrum, 2011-03-04 CMMI® for Acquisition (CMMI-ACQ) describes best practices for the successful acquisition of products and services. Providing a practical framework for improving acquisition processes, CMMI-ACQ addresses the growing trend in business and government for organizations to purchase or outsource required products and services as an alternative to in-house development or resource allocation. Changes in CMMI-ACQ Version 1.3 include improvements to high maturity process areas, improvements to the model architecture to simplify use of multiple models, and added guidance about using preferred suppliers. CMMI® for Acquisition, Second Edition, is the definitive reference for CMMI-ACQ Version 1.3. In addition to the entire revised CMMI-ACQ model, the book includes updated tips, hints, cross-references, and other author notes to help you understand, apply, and quickly find information about the content of the acquisition process areas. The book now includes more than a dozen contributed essays to help guide the adoption and use of CMMI-ACQ in industry and government. Whether you are new to CMMI models or are already familiar with one or more of them, you will find this book an essential resource for managing your acquisition processes and improving your overall performance. The book is divided into three parts. Part One introduces CMMI-ACQ in the broad context of CMMI models, including essential concepts and useful background. It then describes and shows the relationships among all the components of the CMMI-ACQ process areas, and explains paths to the adoption and use of the model for process improvement and benchmarking. Several original essays share insights and real experiences with CMMI-ACQ in both industry and government environments. Part Two first describes generic goals and generic practices, and then details the twenty-two CMMI-ACQ process areas, including specific goals, specific practices, and examples. These process areas are organized alphabetically and are tabbed by process area acronym to facilitate quick reference. Part Three provides several useful resources, including sources of further information about CMMI and CMMI-ACQ, acronym definitions, a glossary of terms, and an index. |
| business development maturity model: Implementing the Capability Maturity Model James R. Persse, 2001-08-27 Practical guidelines for an effective implementation of software development processes Designed to ensure effective software development processes, the Capability Maturity Model (CMM)--North America's leading standard for software development--requires companies to complete five steps, or levels, in the development process. But while it is widely adopted by Fortune 500 companies, many others get stuck at the initial planning stage. Focusing on Levels 2 and 3 of the CMM, this book helps readers to get over the hurdle of the two most problematic areas in this process--the project management and software development steps. It offers clear, step-by-step guidance on how to establish basic project management processes to track costs, schedules, and functionality; how to document, standardize, and integrate software processes; and how to improve software quality. |
| business development maturity model: Strategic Planning for Project Management Using a Project Management Maturity Model Harold Kerzner, 2002-03-14 It has often been said that 'to improve, one must be prepared to measure the improvement' and 'one must inspect what one expects.' The Kerzner Project Management Maturity Model has provided this tangible measure of maturity. The rest is up to a company to set the expectations and to inspect the results.--Bill Marshall, Nortel Global Project Process Standards (from the Foreword) Strategic planning for project management-a proven model for assessment and continuous improvement Harold Kerzner's landmark Project Management has long been the reference of choice for outstanding coverage of the basic principles and concepts of project management. Now, with the Project Management Maturity Model (PMMM) detailed in this new book, Kerzner has developed a unique, industry-validated tool for helping companies assess their progress in integrating project management throughout their organization. Strategic Planning for Project Management Using a Project Management Maturity Model begins by examining the principles of strategic planning and how they relate to project management. The second part of the book introduces the PMMM, detailing the five different levels of development for achieving maturity, along with benchmarking instruments for measuring an organization's progress along the maturity curve. These assessment tools can easily be customized to suit individual companies-a particularly valuable feature of the model. Offering vital guidance for making project management a strategic tool for competitive advantage, this book helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence. |
| business development maturity model: Risk Maturity Models Domenic Antonucci, 2016-07-03 This book offers a practical solution for every organization that needs to monitor the effectiveness of their risk management. Written by a practising Chief Risk Officer, Risk Maturity Models enables you to build confidence in your organization's risk management process through a tailored risk maturity model that lends itself to benchmarking. This is a management tool that is easy to design, practical and powerful, which can baseline and self-improve the maturity capabilities needed to deliver ERM benefits over time. This book guides the reader through comparing and tailoring a wealth of existing models, methods and reference standards and codes (such as ISO 31000 and COSO ERM). Covering 60 risk-related maturity models in clear comparison format, it helps risk professionals to select the approach best suited to their circumstances, and even design their own model. Risk Maturity Models provides focused messages for the risk management function, the internal audit function, and the Board. Combining proven practice and insight with realistic practitioner scenarios, this is essential reading for every risk, project, audit and board professional who wants to move their organization up the risk maturity curve. |
| business development maturity model: Seven Steps to Mastering Business Analysis Barbara A. Carkenord, 2009 This book provides a how to approach to mastering business analysis work. It will help build the skill sets of new analysts and all those currently doing analysis work, from project managers to project team members such as systems analysts, product managers and business development professionals, to the experienced business analyst. It also covers the tasks and knowledge areas for the new 2008 v.2 of The Guide to the Business Analysis Body of Knowledge (BABOK) and will help prepare business analysts for the HBA CBAP certification exam.--BOOK JACKET. |
| business development maturity model: Program Management Ginger Levin, 2016-04-19 Program management is a rapidly emerging offshoot of project management. So much so that AT&T, IBM, and other organizations, both large and small in all sectors, have initiated a push to certify program managers. And, although universities offer courses in program management, there are few books available to guide program managers through this |
| business development maturity model: Cultural Maturity: A Guidebook for the Future (with an Introduction to the Ideas of Creative Systems Theory) Charles M. Johnston MD, 2015-05-29 Cultural Maturity: A Guidebook for the Futureis the most detailed of three new future-related works by the author. It looks deeply at how the most important challenges ahead for the species will require not just better ideas, but new human capacities; in the end, an essential growing up as a species-a new Cultural Maturity. It is written for those inter- ested in acquiring the newly sophisticated leadership abilities that we will more and more need in all parts of our lives in times ahead. The concept of Cultural Maturity makes understandable how institutional structures and beliefs that in modern times have served us well can't be the ideals and end points that we have assumed them to be. It goes on to articulate a new guiding story for our time, one able to take us equally beyond denial, cynicism, and naïve wishful thinking. This book looks deeply at the changes the concept of Cultural Maturity describes-both how they make needed new capacities possible, and how we see their beginnings in many parts of our personal and collective lives. The concept of Cultural Maturity is based on the ideas of Creative Systems Theory, a comprehensive framework for understanding change, purpose, and interrelationship in human systems. Creative Systems Theory describes how Cultural Maturity's changes are as, or more, significant than those that brought us modern democratic governance 250 years ago. It also argues that if the concept of Cultural Maturity is not basically correct, it is hard to imagine a healthy and vital human future. In addition to introducing the concept of Cultural Maturity, Cultural Maturity: A Guidebook for the Future presents important related ideas from Creative Systems Theory. Creative Systems Theory represents an example of culturally mature conception and offers a rich array of conceptual tools able to guide us in making the future's increasingly complex choices. |
| business development maturity model: Unlearn: Let Go of Past Success to Achieve Extraordinary Results Barry O'Reilly, 2018-11-27 A transformative system that shows leaders how to rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success.There’s a learning curve to running any successful business. But when leaders begin to rely on past achievements or get stuck in old thinking and practices that no longer work, they need to take a step back—and unlearn. This innovative and actionable framework from executive coach Barry O’Reilly shows leaders how to break the cycle and move away from once-useful mindsets and behaviors that were effective in the past but are no longer relevant in the current business climate and may now stand in the way of success.With this simple but powerful three-step system, leaders can: 1. Unlearn the behaviors and mindsets that keep them and their businesses from moving forward. 2. Relearn the skills, strategies, and innovations that are transforming the world every day. 3. Break through old habits and thinking by opening up to new ideas, perspectives, and resources. Good leaders know they need to continuously learn. But great leaders know when to unlearn the past to succeed in the future. This book shows them the way. |
| business development maturity model: The Project Risk Maturity Model Mr Martin Hopkinson, 2012-09-28 Top businesses recognise risk management as a core feature of their project management process and approach to the governance of projects. However, a mature risk management process is required in order to realise its benefits; one that takes into account the design and implementation of the process and the skills, experience and culture of the people who use it. To be mature in the way you manage risk you need an accepted framework to assess your risk management maturity, allowing you to benchmark against a recognised standard. A structured pathway for improvement is also needed, not just telling you where you are now, but describing the steps required to reach the next level. The Project Risk Maturity Model detailed here provides such an assessment framework and development pathway. It can be used to benchmark your project risk processes and support the introduction of effective in-house project risk management. Using this model, implementation and improvement of project risk management can be managed effectively to ensure that the expected benefits are achieved in a way that is appropriate to the needs of each organisation. Martin Hopkinson has developed The Project Risk Maturity Model into a robust framework, and this book allows you to access and apply his insights and experience. A key feature is a CD containing a working copy of the QinetiQ Project Risk Maturity Model (RMM). This will enable you to undertake maturity assessments for as many projects as you choose. The RMM has been proven over a period of 10 years, with at least 250 maturity assessments on projects and programmes with a total value exceeding £60 billion. A case study in the book demonstrates how it has been used to deliver significant and measurable benefits to the performance of major projects. |
| business development maturity model: Non-Invasive Data Governance Robert S. Seiner, 2014-09-01 Data-governance programs focus on authority and accountability for the management of data as a valued organizational asset. Data Governance should not be about command-and-control, yet at times could become invasive or threatening to the work, people and culture of an organization. Non-Invasive Data Governance™ focuses on formalizing existing accountability for the management of data and improving formal communications, protection, and quality efforts through effective stewarding of data resources. Non-Invasive Data Governance will provide you with a complete set of tools to help you deliver a successful data governance program. Learn how: • Steward responsibilities can be identified and recognized, formalized, and engaged according to their existing responsibility rather than being assigned or handed to people as more work. • Governance of information can be applied to existing policies, standard operating procedures, practices, and methodologies, rather than being introduced or emphasized as new processes or methods. • Governance of information can support all data integration, risk management, business intelligence and master data management activities rather than imposing inconsistent rigor to these initiatives. • A practical and non-threatening approach can be applied to governing information and promoting stewardship of data as a cross-organization asset. • Best practices and key concepts of this non-threatening approach can be communicated effectively to leverage strengths and address opportunities to improve. |
| business development maturity model: Business Intelligence and Analytics in Small and Medium Enterprises Pedro Novo Melo, Carolina Machado, 2019-11-26 Technological developments in recent years have been tremendous. This evolution is visible in companies through technological equipment, computerized procedures, and management practices associated with technologies. One of the management practices that is visible is related to business intelligence and analytics (BI&A). Concepts such as data warehousing, key performance indicators (KPIs), data mining, and dashboards are changing the business arena. This book aims to promote research related to these new trends that open up a new field of research in the small and medium enterprises (SMEs) area. Features Focuses on the more recent research findings occurring in the fields of BI&A Conveys how companies in the developed world are facing today's technological challenges Shares knowledge and insights on an international scale Provides different options and strategies to manage competitive organizations Addresses several dimensions of BI&A in favor of SMEs |
| business development maturity model: International Scientific Conference Energy Management of Municipal Facilities and Sustainable Energy Technologies EMMFT 2019 Vera Murgul, Viktor Pukhkal, 2020-08-17 This book is intended to assist to improve energy efficiency in the industrial sector. The book offers case studies for industrial energy efficiency improvement and contains brief reports on cutting-edge research in all fields of the energy industry. This book, which is composed of select research proceedings of the EMMFT 2019 conference, covers such issues as: good quality energy use, energy generation technologies, materials used for energy generation, and storage technologies, as well as materials for water purification, petroleum engineering, and digital energy systems. The case studies discussed comprise the use of fossil fuel and non-fossil fuel energy resources, novel materials with advanced heat transport or heat resistance, and energy digitalization. Coverage extends to all theoretical and applied aspects of the field. This book is an ideal resource for scientists and energy analysts, industrial practitioners, engineers, researchers, and postgraduate students working in the field of management and technology for improving energy efficiency in the industry. Also, the book is of interest to researchers, engineers, and laboratory personnel in the fields of power systems and smart grids. |
| business development maturity model: Locally Relevant ICT Research Kirstin Krauss, Marita Turpin, Filistea Naude, 2019-01-17 This book constitutes the refereed proceedings of the 10th International Development Informatics Association Conference, IDIA 2018, held in Tshwane, South Africa, in August 2018. The 20 revised full papers presented were carefully reviewed and selected from 61 submissions. The papers are organized in topical sections on ICT adoption and impact; mobile education; e-education; community development; design; innovation and maturity; data. |
| business development maturity model: Business Development via AI and Digitalization Allam Hamdan, |
| business development maturity model: Situational Method Engineering Brian Henderson-Sellers, Jolita Ralyté, Pär J. Ågerfalk, Matti Rossi, 2014-06-03 While previously available methodologies for software – like those published in the early days of object technology – claimed to be appropriate for every conceivable project, situational method engineering (SME) acknowledges that most projects typically have individual characteristics and situations. Thus, finding the most effective methodology for a particular project needs specific tailoring to that situation. Such a tailored software development methodology needs to take into account all the bits and pieces needed for an organization to develop software, including the software process, the input and output work products, the people involved, the languages used to describe requirements, design, code, and eventually also measures of success or failure. The authors have structured the book into three parts. Part I deals with all the basic concepts, terminology and overall ideas underpinning situational method engineering. As a summary of this part, they present a formal meta-model that enables readers to create their own quality methods and supporting tools. In Part II, they explain how to implement SME in practice, i.e., how to find method components and put them together and how to evaluate the resulting method. For illustration, they also include several industry case studies of customized or constructed processes, highlighting the impact that high-quality engineered methods can have on the success of an industrial software development. Finally, Part III summarizes some of the more recent and forward-looking ideas. This book presents the first summary of the state of the art for SME. For academics, it provides a comprehensive conceptual framework and discusses new research areas. For lecturers, thanks to its step-by-step explanations from basics to the customization and quality assessment of constructed methods, it serves as a solid basis for comprehensive courses on the topic. For industry methodologists, it offers a reference guide on features and technologies to consider when developing in-house software development methods or customising and adopting off-the-shelf ones. |
| business development maturity model: Kanban Maturity Model David J. Anderson, Teodora Bozheva, 2018-03-26 The Kanban method is known for its six practices which enable companies to increase their agility in an evolutionary manner, without making drastic changes to organizational structures, and thus engaging and involving people in the transition initiative.This first edition of the book covers the new beta release of KMM. It describes a roadmap and concrete action steps that enable developing organizations fit for their purpose. |
| business development maturity model: Business Intelligence Marinela Mircea, 2012-02-01 The work addresses to specialists in informatics, with preoccupations in development of Business Intelligence systems, and also to beneficiaries of such systems, constituting an important scientific contribution. Experts in the field contribute with new ideas and concepts regarding the development of Business Intelligence applications and their adoption in organizations. This book presents both an overview of Business Intelligence and an in-depth analysis of current applications and future directions for this technology. The book covers a large area, including methods, concepts, and case studies related to: constructing an enterprise business intelligence maturity model, developing an agile architecture framework that leverages the strengths of business intelligence, decision management and service orientation, adding semantics to Business Intelligence, towards business intelligence over unified structured and unstructured data using XML, density-based clustering and anomaly detection, data mining based on neural networks. |
| business development maturity model: Attributes of Project-Friendly Enterprises Vittal S. Anantatmula, Parviz F. Rad, 2016-09-16 Project management sophistication is the state of enterprise practices in which success of projects is predictable and that the definitive measure of project management success continually improves with time. Sophistication in project management will lead to efficiency in operations and better profits. Enlightened enterprises are sensitive to project management sophistication and the definitive way of measuring it and improving it. As full assessment of the organizational project management sophistication is relatively time consuming and costly, enterprises have a need and desire for instruments that would provide an estimate of the project management maturity of the organization with less effort. This book includes such instruments and attributes of a successful enterprise. Attributes of Project-Friendly Enterprises creates a structured approach and presents attributes of a healthy project environment that include key indicators of success for projects, proposals, portfolios, project teams, Project Management Office (PMO), and the enterprise. |
| business development maturity model: Well-Being in the Information Society. Fighting Inequalities Hongxiu Li, Ágústa Pálsdóttir, Roland Trill, Reima Suomi, Yevgeniya Amelina, 2018-08-13 This book constitutes the refereed proceedings of the 7th International Conference on Well-Being in the Information Society, WIS 2018, held in Turku, Finland, in August 2018. The 19 revised full papers presented were carefully reviewed and selected from 42 submissions. With the core topic Fighting Inequalities WIS 2018 focused on innovations and fresh ideas in the cross-section of information society and health as understood in a wide sense. The papers presented in this volume are organized along the following broad topics: digital society and e-health. |
| business development maturity model: The ICT Malaise Nadine Fruin, 2019-06-12 A valuable, practical guide for navigating through ICT turbulence and dynamics. A lighthouse for the human side of ICT. Erik van de Loo, Director Executive Masters in Change, INSEAD Professor of Organisational Behaviour, INSEAD Business School The ICT Malaise is a different and thorough point of view on the dysfunctional approach the world has taken to information and technology. In an era of exponential changes where humans are rendered obsolete at the same pace of technology, it is fundamental to go back to basics on why we lead and innovate in the first place. Silvio Rugolo, VP, Global Sales, BMC Software, Digital Service Operations We hurtle ahead with technology, apps, and the newest innovation in a world that already demands a constant online presence and availability. You are included if you quickly adapt the newest technology and excluded if you wait too long. Information and communication technology (ICT) service providers, suppliers, and customers all try to make sense and make the most money out of technology developments and constant innovation with the help of frameworks, methodologies, best-practice approaches, and models. They continuously improve, align, integrate, and optimize, but unfortunately do not apply the same drive to safeguarding quality. This book leads the reader along a path of critical thinking, reflecting, and contemplating while offering alternative ways for service providers, customers, and suppliers to interact with each other. In addition, it encourages them to conduct their business in such a way that customers, service providers, and suppliers achieve satisfaction. The author implies a different mindset, a new way of interacting and a surprising approach to the many frameworks, models, and methodologies being introduced ceaselessly. While reading this book, IT professionals receive practical guidelines for using these newfound methodologies and models to help build and maintain healthy business relations while ensuring quality delivery of products and services. Readers will be surprised by how much more satisfying and less stressful their work environment becomes! |
| business development maturity model: Strategies for Information Technology Governance Wim Van Grembergen, 2004-01-01 The advent of the Information Society is marked by the explosive penetration of information technologies in all aspects of life and by a related fundamental transformation in every form of the organization. Researchers, business people and policy makers have recognized the importance of addressing technological, economic and social impacts in conjunction. For example, the rise and fall of the dot-com hype depended a lot on the strength of the business model, on the technological capabilities available to firms and on the readiness of the society and economy at large sustain a new breed of business activity. However, it is notoriously difficult to examine the cross-impacts of social, economic and technological aspects of the Information Society. This kind of work requires multidisciplinary work and collaboration on a wide range of skills. Social and Economic Transformation in the Digital Era addresses this challenge by assembling the latest thinking of leading researchers and policy makers. The book covers all key subject areas of the Information Society an presents innovative business models, case studies, normative theories and social explanations |
| business development maturity model: Advances in Social & Occupational Ergonomics Richard H.M. Goossens, 2017-06-23 This book reports on cutting-edge research related to social and occupational factors. It presents innovative contributions to the optimization of sociotechnical management systems, which consider organizational, policy, and logistical issues. It discusses timely topics related to communication, crew resource management, work design, participatory design, as well as teamwork, community ergonomics, cooperative work, and warning systems. Moreover, it reports on new work paradigms, organizational cultures, virtual organizations, telework, and quality management. The book reports on cutting-edge infrastructures implemented for different purposes such as urban, health, and enterprise. It discusses the growing role of automated systems and presents innovative solutions addressing the needs of special populations. Based on the AHFE 2017 International Conference on Social and Occupational Ergonomics, held on July 17-21, 2017, in Los Angeles, California, USA, the book provides readers with a comprehensive view of the current challenges in both organizational and occupational ergonomics, highlighting key connections between them and underlining the importance of emotional factors in influencing human performance. |
| business development maturity model: Industry 4.0 for SMEs Dominik T. Matt, Vladimír Modrák, Helmut Zsifkovits, 2020-01-03 This open access book explores the concept of Industry 4.0, which presents a considerable challenge for the production and service sectors. While digitization initiatives are usually integrated into the central corporate strategy of larger companies, smaller firms often have problems putting Industry 4.0 paradigms into practice. Small and medium-sized enterprises (SMEs) possess neither the human nor financial resources to systematically investigate the potential and risks of introducing Industry 4.0. Addressing this obstacle, the international team of authors focuses on the development of smart manufacturing concepts, logistics solutions and managerial models specifically for SMEs. Aiming to provide methodological frameworks and pilot solutions for SMEs during their digital transformation, this innovative and timely book will be of great use to scholars researching technology management, digitization and small business, as well as practitioners within manufacturing companies. |
| business development maturity model: Construction Digitalisation Douglas Aghimien, Clinton Aigbavboa, Ayodeji Oke, Wellington Thwala, 2021-07-25 This book explores construction digitalisation, particularly in developing countries. The book conceptualises a digitalisation capability maturity model that will enable construction organisations to self-assess and benchmark their digital capabilities in their quest for digital transformation. Digitalisation offers a significant solution to the age-long problems of the construction industry. Research shows that when construction organisations transform from a traditional service delivery approach to a more digitalised approach, significant improvement in project delivery and better competitive advantage for these organisations will be attained. The attainment of these benefits is evident in developed countries where the digitalisation of construction activities continues apace. Unfortunately, the story is not the same for construction organisations in developing economies. While some organisations might be willing to be digitally transformed, most have no clue how to go about it. To this end, this book provides guidelines for construction organisations seeking to transform their entities digitally. Its content is a valuable read for construction company owners as it provides a model which they can use in the digitalisation of their activities. Also, regulatory bodies in the construction industry can adopt the capabilities identified in the book as essential prerequisites for their members. Furthermore, the book serves as excellent theoretical background reading for management researchers seeking to expand their knowledge on the digitalisation of the construction industry and other associated industries. |
| business development maturity model: The Business Value of IT Michael D. S. Harris, David Herron, Stasia Iwanicki, 2008-03-17 In order to maximize IT resources and justify IT expenditures, CIO's and other IT managers must be able to identify meaningful metrics and explain them in a way that management can understand. The Business Value of IT: Managing Risks, Optimizing Performance, and Measuring Results solves this problem by providing practical answers to |
| business development maturity model: Salesforce.com Secrets of Success David Taber, 2013 New Tools and Best Practices for Driving More Sales and Profits with Salesforce.com From Chatter to the Service Cloud, Salesforce.com now offers unprecedented opportunities to supercharge business performance. But most SFDC customers won't achieve that potential. Salesforce.com(R) Secrets of Success, Second Edition, is the one guide that will help you transform these opportunities into profit. Drawing on his personal experience with more than a hundred deployments, David Taber guides you through every aspect of Salesforce.com planning, implementation, and management. Building on a first edition that earned rave reviews, Taber focuses on the most valuable innovations in Salesforce.com's most recent releases. Reflecting all that's been learned about making Salesforce.com work, Taber offers results-focused best practices for sales, marketing, customer service, finance, legal, IT, and beyond. You'll find indispensable new insights into accelerating user adoption, achieving stronger operational results, and overcoming today's key obstacles to maximizing the value of Salesforce.com. New coverage in this revised edition includes Using the Service Cloud to cut costs, accelerate time to revenue, improve agility, and maximize customer lifetime value Leveraging tablets and smartphones to build your CRM strategy Identifying prospects and delighting customers through Salesforce.com's Social CRM capabilities Promoting more effective internal and external collaboration with Chatter Identifying best practices for going all Cloud--and managing the attendant risks Establishing realistic hard and soft metrics for everything from productivity and profitability to social CRM performance Discovering today's most valuable third-party AppExchange products Together with its companion website (SFDC-secrets.com), this new edition offers updated questionnaires, worksheets, templates, checklists, and other resources for every executive, team member, developer, and stakeholder. |
| business development maturity model: Business Process Orientation Kevin P. McCormack, William C. Johnson, 2001-01-24 Business Process Orientation: Gaining the E-Business Competitive Advantage provides the why and the how for building the horizontal organization - an essential component of the e in e-commerce and business. This book shows you how to weave your business processes into hard-to-imitate strategic capabilities that distinguish you from your competition. The book explores the impact that well-defined and carefully integrated processes have on organizational performance. Using the results of extensive research conducted among consumer, business-to-business, and services-based companies, the authors demonstrate that adopting a business process orientation (BPO) has a positive impact on the organizational culture and business performance. The resulting process oriented e-corporation is now positioned as a necessity not only to thrive but also to survive. The old ways of conducting business are out: pushing costs and compromising quality in order to achieve the lowest possible price. The emerging paradigm focuses on the core processes. The hallmarks of a great business still include high customer relevance, internally consistent decisions about scope and value chain activities performed, value capture mechanisms, a source of differentiation and strategic control, a sound operational system, and carefully designed processes. Business Process Orientation: Gaining the E-Business Competitive Advantage shows you how to balance your functional and horizontal orientation to create and maintain a healthy organization. |
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
