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

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