Diploma thesis named Evaluation of BI processes in the banking sector is focused on obtaining information from production databases and streamlining the process of creating BI reports in the organization. The process of creating a report is an analytical work, examining the current state of business processes and their support by enterprise applications. The aim of this work is to create a practical proposal for improving the effectiveness of tasks connected with a report set up within GE Money Bank. The main objective is achieved through a design work on the maturity model of BI reporting. Part of the model is a set of tools for identifying the current level of maturity and the conditions necessary for a transition to the next level in accordance with the required level of a BI reporting. The benefit of this diploma thesis is an analysis of commonly used approaches to assess the maturity levels of processes and an application of results of this analysis in Business Intelligence area, specifically the maturity assessment reporting. The result is a maturity model of BI reporting.

The business landscape as we know it is being disrupted by an increasing usage of emerging digital technologies, to reap the benefits of the new technological opportunities managers need to transform their organizations. To do so, research literature proposes striving towards digital maturity. However, knowledge within the area of digital transformation and digital maturity is insufficient amongst organizational leaders. Moreover, theoretical guidance in terms of which changes that are required to increase digital maturity in an organization, is still absent in research literature. To address the academic gap and provide guidance in practical challenges, the research objective to create a framework to evaluate digital maturity was constructed. To reach this objective, the following research questions were derived: RQ1: Which levels can digital maturity be divided into and what characterizes each level? RQ2: When progressing upwards along the digital maturity scale, what are the key dimensions that allow transition from one level to the next? To answer the research questions and thereby meet the research objective, an abductive, multiple case study of large companies in the manufacturing and service industry was performed. 16 interviews and two workshops were conducted to provide the data which was then thematically analyzed and structured to provide answers to the research questions. Our findings were then used to construct the Digital Maturity Framework. Our findings suggest the following three levels of digital maturity; Awareness, Experience, and Autonomy. The characteristics of each levels is expressed in six organizational dimensions, namely Processes, Leadership, Culture, Strategy, Analytics, and IT. To transit from one maturity level to the next, Leadership in terms of change management is a key dimension in all transitions. Before organizations qualify for the level Awareness, they must first lay the foundation through Process management. Experimenting and testing new digital tools and technologies is a key dimension to reach the level Experience, and Strategy is a key dimension in both the transition to Experience and the transition to Autonomy. Our findings contribute with a more nuanced framework of digital maturity as well as guidance for managers about what they need to do to progress in digital maturity. The importance of change management is the most valuable managerial implication of our findings, because change will always trigger friction in the organization, which in turn requires strong and driven leaders to drive the change.

Thesis (M.Com. (Business Management)) -- University of Limpopo, 2020 / This research focuses on the evaluation of the project management maturity at Eskom. The problem is that Eskom struggled with delivery of projects as planned. The main objective of this research was to identify an applicable PMMM to assess the project management maturity level of Eskom’s core business units, namely Transmission, Distribution and Generation, by assessing its capability to undertake projects effectively in order to provide electricity to the Southern Africa communities. A quantitative research methodology was selected. A survey was conducted with a closed-ended questionnaire made up of three parts (Applicable project management maturity model, project management culture and project management organisation strategy maturity). The population consisted of senior project managers, project managers, and related project management personnel from Eskom in MegaWatt Park Johannesburg. 200 questionnaires were distributed to the Eskom business units, namely Distribution, Generation and Transmission project management employees, selected purely on their experience and knowledge, hence purposive sampling was used. Surveys were emailed to the respective project management personnel with the help of the senior manager. 133 were returned. This is a response rate of 66 %, which was deemed acceptable. Descriptive statistics was utilised to assess the project management maturity level of Eskom business units. Statistical Package for Social Sciences version 24 (SPSS) was utilised for the purpose of data and reliability analysis. Correlation and linear regression analysis were undertaken to evaluate influence of maturity levels of organisational strategy and culture on the project management maturity level. A Cronbach’s Alpha was utilised to measure the reliability of the data. It was concluded there were project management process areas, not performing well. Namely: project time management, project cost management and project procurement management. The assessment of project management organisational factors indicated that project management culture maturity did not perform well. It performed under the project management maturity level of Eskom. The recommendations of this study are that the applicable project management maturity model proposed should be continuously utilised to evaluate the project management maturity of Eskom on an ongoing basis; there should be a significant cultural change and a project management office should be established.

The object of the study is the personal maturity of students. The subject of the study is the psychological parameters of students' personal maturity. The master's thesis consists of an introduction, two chapters, conclusion, a list of literature (81 sources) and applications, including forms of applied techniques. The volume of the master's thesis is 130 pages, on which are placed 1 figures and 22 tables. The introduction reveals the relevance of the research problem, the development of the problem, the purpose and objectives of the research, the object and subject of the research, the main hypothesis are formulated, the methods and the empirical base are specified. The first chapter includes a description of the concept and approaches to the study of personality maturity and personal maturity in domestic and foreign literature; a description of the features of the period of early adulthood that are directly related to personal maturity; theoretical analysis of scientific research, revealing the psychological aspect of the phenomenon of personal maturity. The second chapter is devoted to the empirical part of the study. As a result of using the results of the study, analysis and interpretation, the results of an empirical study were obtained. The conclusions of Chapter 2 include the main results of the empirical study. In conclusion, the results of the theoretical and empirical parts of the work, as well as conclusions on the hypotheses put forward. / Объектом исследования является личностная зрелость студентов. Предметом исследования являются психологические параметры личностной зрелости студентов. Магистерская диссертация состоит из введения, двух глав, заключения, списка литературы (81 источник) и приложения. Объем магистерской диссертации 130 страниц, на которых размещены 1 рисунок и 22 таблицы. Во введении раскрывается актуальность проблемы исследования, разработанность проблематики, ставятся цель и задачи исследования, определяются объект и предмет исследования, формулируется основная гипотеза, указываются методы и эмпирическая база. Первая глава включает в себя описание понятия и подходов к изучению зрелости личности и личностной зрелости в отечественной и зарубежной литературе; описание особенностей периода ранней взрослости имеющих непосредственное отношение к личностной зрелости; теоретический анализ научных исследований, раскрывающий психологический аспект феномена личностная зрелость. Вторая глава посвящена эмпирической части исследования. В ней представлено описание методик, использованных в проведенном исследовании, анализ и интерпретация полученных данных эмпирического исследования. Выводы по главе 2 включают в себя основные результаты эмпирического исследования. В заключении в обобщенном виде изложены результаты теоретической и эмпирической частей работы, а также выводы по выдвинутым гипотезам.

This study has been made in an attempt to illustrate how the genius that was George Eliot developed, how a magnificent intellect was driven first to achievement by emotional frustration and then was coupled with emotional maturity in person, developing emotional maturity in the creative artist and producing at last the supreme and delicate balance of intellectual and emotional maturity in the philosopher who found her medium in creative art.

Agile software development methods reduce project costs and development time by simultaneously enhancing quality. But despite these advantages, agile principles are rarely adopted by the whole organization. In fact, it seems difficult to describe what distinguishes an agile organization from another. Therefore, the objective of this thesis is to gain an understanding what factors constitute agility at an enterprise level and to develop a maturity model as measurement tool. To fulfill this aim, the thesis as based on a multi-paradigmatic approach combining behavioral and design science and utilizes a pluralistic set of research methods belonging to both paradigms. A comprehensive analysis of agility-related frameworks showed that despite partial similarity there is no consensus about what constitutes an “agile organization”. Hence, the thesis identified the structure to be found behind the concept of organizational agility using an exploratory research approach. A survey among organizations in the software and IT services industry was conducted and showed that organizational agility can be described using six interrelated factors that can be further aggregated into the three basic dimensions of “Agility Prerequisites,” “Agility of People,” and “Structures Enhancing Agility.” Based on these results, the Organizational Agility Maturity Model has been developed providing a theoretically and empirically grounded structure of organizational agility supporting the efforts of developing a common understanding of the concept. The application of the maturity model furthermore creates useful benefits for organizations and underscores the strategic character of organizational agility. It generates an awareness about the complexity of organizational agility. Furthermore, it may serve as a reference frame to implement a systematic and well-directed approach for improvements and continuous assessment of actions taken.

Agile software development methods reduce project costs and development time by simultaneously enhancing quality. But despite these advantages, agile principles are rarely adopted by the whole organization. In fact, it seems difficult to describe what distinguishes an agile organization from another. Therefore, the objective of this thesis is to gain an understanding what factors constitute agility at an enterprise level and to develop a maturity model as measurement tool. To fulfill this aim, the thesis as based on a multi-paradigmatic approach combining behavioral and design science and utilizes a pluralistic set of research methods belonging to both paradigms. A comprehensive analysis of agility-related frameworks showed that despite partial similarity there is no consensus about what constitutes an “agile organization”. Hence, the thesis identified the structure to be found behind the concept of organizational agility using an exploratory research approach. A survey among organizations in the software and IT services industry was conducted and showed that organizational agility can be described using six interrelated factors that can be further aggregated into the three basic dimensions of “Agility Prerequisites,” “Agility of People,” and “Structures Enhancing Agility.” Based on these results, the Organizational Agility Maturity Model has been developed providing a theoretically and empirically grounded structure of organizational agility supporting the efforts of developing a common understanding of the concept. The application of the maturity model furthermore creates useful benefits for organizations and underscores the strategic character of organizational agility. It generates an awareness about the complexity of organizational agility. Furthermore, it may serve as a reference frame to implement a systematic and well-directed approach for improvements and continuous assessment of actions taken.

Business Process Management, the object of this thesis, has still growing importance in the functioning of the organization, and has a positive impact on its success. In the view of a dynamic market environment, Business Process Management has an inherent importance in the strategic business development. When an organization decides to implement process control and manage its activities, it should be also able to measure its processes and evaluate them. This ability gives the organization the possibility to efficiently and effectively manage processes and identify shortcomings for creation of business strategy on a competitive market. This dissertation presents a new evaluation model of a process control in the production systems, which organizations can use as a guide for further development. This work brings a new perspective in the field of process control and its evaluation of the production systems. The main objective of this dissertation is to design the assessment of the process control levels in the production systems on the basis of theoretical research and practical experience. The proposed solution was then verified by field research in selected organizations.

Detta kandidatexamensarbete är en förstudie utfört på Cementa AB:s fabrik i Slite, Gotland, och grundar sig i att Cementa AB, Sveriges enda tillverkare av cement, står inför en omställning till helhetskonceptet Industri 4.0 som bygger på tekniker och principer för automation och digitalisering. Fabriken står även inför en hållbarhetsomställning, då branschen bidrar med stora koldioxidutsläpp genom sin tillverkning. Målet med kandidatexamensarbetet är att analyseravar Cementa AB står inför en Industri 4.0 omställning och även undersöka om det har någon koppling till deras hållbarhetsarbete. För att kunna avgöra utgångsläget för fabriken har studien konstruerat och använt sig av en mognadsmodell som bedömer vart företaget står inför en framtida omställning. Mognadsmodellen baseras på fem olika mognadsmodeller och innehåller dimensionerna Produktion, Teknik, Strategi, R&D, HR, Ledarskap, Kultur och Standardisering. Undersökningen av företagets mognad genomfördes med hjälp av en enkät, som distribuerades till fabrikens alla avdelningar. Svarsfrekvensen var på 82%. Enkätens frågor har svarsalternativ som är bedömda med poäng där lägst poäng innebär frånvaro av Industri 4.0 och högsta poäng innebär mognad inom Industri 4.0. Till varje dimensions mognad beräknades ett mognadsindex. Resultatet av enkäten analyserades med avseende på vardera dimensions avvikande mognadsobjekt för att belysa styrkor samt se potentialen inom varje dimension. Dimensionerna med lägst mognadsindex var HR och Strategi. Fabrikens totala mognad inom Industri 4.0 beräknas till nivån Existens som innebär att företaget har ett påbörjat arbete inom Industri 4.0 men saknar strategi, målbild och plan för vidare arbete. För att ytterligare belysa fabrikens möjligheter konstrueras en lista med de frågor som har störst potential. I denna lista belyses dimensionerna Strategi och Ledarskap som mest frekvent återkommande och med det anses arbetet med strategi och ledning fundamental för omställningens existens. Detta gäller även kopplingen till hållbarhetsarbetet, då ett tydligt fokus på hållbarhetsaspekterna kopplat med Industri 4.0-teknologier ger synergieffekter som hjälper varandra. Studien rekommenderar företaget i ett första skede att initiera en tvärfunktionell arbetsgrupp på ledningsnivå som har som uppgift att driva omställningen och fokuserar i ett första stadie på strategi och ledning. Sedan rekommenderar studien också att företaget i valfri ordning utvecklar enkäten för vidare uppföljning och kartläggning, jämföra sig med liknande fabriker, etablera samarbeten mellan företag, akademi och leverantörer, utforma en Roadmap för företaget och dess avdelningar samt fortsätta digitalisera verksamhetens system och strukturer. / This bachelor thesis is a case study that has been carried out at Cementa AB’s factory in Slite, Gotland, and targeted the Cementa AB’s future adaption to the concept Industry 4.0 which is based on techniques and principles for automation and digitalization. The factory is also facing a sustainability change, as the industry contributes to large carbon dioxide emissions through its manufacturing. The aim of the bachelor’s degree project is to analyze where Cementa AB is facing an Industry 4.0 transition and also to investigate whether it has any connection to their sustainability work. To be able to determine the starting position for the factory, the study has constructed and used a maturity model that assesses where the company is facing a future transition. The maturity model is based on five different maturity models and contains the dimensions Production, Technology, Strategy, R&D, HR, Leadership, Culture and Standardization. The study of the company's maturity was conducted by means of a survey, which was distributed to all the departments of the factory. The response rate was 82%. The survey's questions have response alternatives that are assessed with points where the lowest score means Absence of Industry 4.0 and highest score means Maturity within Industry 4.0. For each dimension maturity, a maturity index was calculated. The results of the survey were analyzed with respect to the different maturity objects of each dimension in order to highlight strengths and see the potential within each dimension. The dimensions with the lowest maturity index were HR and Strategy. The factory's total maturity in Industry 4.0 is calculated to the Existence level, which means that the company has started work in Industry 4.0 but lacks strategy, goals and plans for further work. To further clarify the factory's possibilities, a list of the issues with the greatest potential is constructed. In this list, the dimensions Strategy and Leadership are highlighted as the most frequent recurring, and with this the work with strategy and leadership is considered fundamental to the existence of the transition. This also applies to the link to sustainability work, as a clear focus on the sustainability aspects linked to Industry 4.0 technologies produces synergies that help each other. The study recommends the company, in a first stage, to initiate a cross-functional working group at management level which has the task of driving the transition and focuses in a first stage on strategy and management. The study also recommends that the company in any arrangements develops the survey for further follow-up and mapping, compares itself with similar factories, establishes collaborations between companies, academia and suppliers, design a roadmap for the company and its departments, and continue to digitize the company's systems and structures.

Repetitive project failures or underperformance and ever increasing competition have given impetus for the need to drastically improve project performance within professional services organisations. This realisation has prompted actions to drive restitution efforts to enhance successful delivery and overall project management throughout the organisation. However, the desired outcomes to improve project management processes at an organisational level have not always been forthcoming in light of improvement activities implemented through various changes in operating procedures. The purpose of study is to investigate and identify, from an intra-organisational perspective, the factors required to bring about enhanced implementation and continuous improvements in project management processes; and to determine how they must be aligned to a successful strategy implementation for attainment of higher states of organisational project management maturity. The study focuses on project intensive organisations, mainly implementing information communication technology (ICT), business services and financial related projects. Through the use of a literature review, augmented by a quantitative survey, the perceived impacts and values of the determined factors on project management maturity were gathered. The research study shows that companies wanting to improve project management maturity must steer away from focussing only on certain processes, but must take a holistic view, encompassing a variety of internal factors, ranging from components of organisational learning, to change management and strategy implementation. The identified factors will provide impetus for organizations to create and leverage the drivers, fostering a climate for continuous project performance improvements and ultimately giving them the ability for moving to higher levels of maturity. / Graduate School for Business Leadership / (M.B.A.)