Septima Conferencia Iberoamericana de Complejidad, Informatica y Cibernetica, CICIC 2017 - 7th Ibero-American Conference on Complexity, Informatics and Cybernetics, CICIC 2017; Orlando; United States; 21 March 2017 through 24 March 2017; Code 131437 / Data management has undergone several changes over the last few years, leaving behind the days when it was necessary to convince people about the value of data in their organizations. Over the years, the volume and expense of data management have been increasing at a high rate. Today, organizations need to have strategic management that allows them to transform data collected from various sources with clear and accurate information. So, that they can dispose of it when they need it. The motivation of the present study is to generate a model of measurement of the level of organizational maturity that allows them to ensure the success of a Data Governance initiative. In this way ensure that all the information of the organization meets the demands of the business. It is for this reason that an organizational maturity model is proposed for the success of Data Governance initiatives based on 11 categories taking into consideration the analysis of the most widespread and adopted frameworks by industry (Kalido, Dataflux, etc.) in order to know the level of maturity and the steps to be taken at each of these levels. In this way ensure the success of a Data Governance initiative. / Revisión por pares

Purpose – The purpose of this thesis is to present the result of simulation process maturity (SPM) assessments in the pharmaceutical and manufacturing industry using a process maturity model derived from empirical research. The model is used to benchmark an organisations simulation capability and to apply the results of the assessment to develop a road map for implementing simulation process improvement as well as integration initiatives within the organisation. Methodology approach – This is a survey-based research on benchmarking simulation process in the industry. The SPM model was adopted as the reference model and data were collected through interviews with key simulation staff within each organisation with the aim of identifying anomalies or conformities in the way simulation projects are performed. A pragmatic scoring system was introduced based on the fulfilment of defined requirements to score findings from the interviews based on defined SPM tenets and the sample profiles SPM tier calculated. Findings – Each tenet of the SPM model consists of 3 maturity tiers with increasing level of complexity of the process. The results of the assessment showed that the overall average of SPM of the sample profile is at tier 2. Key discrepancies representing the lowest and highest ratings are found to be mostly related to process understanding and management commitment.  A higher mean score is recognised for the samples displaying a deeper integration with top management and alignment with organisational strategic objectives. These maturity tiers and tenets reflect the extent of the implementation of contracting best practices within the studied industries. Research limitations/implications – This thesis uses a purposeful sampling approach designed at acquiring data on an organisational current simulation process. The assessment survey was conducted solely on qualified simulation personal within pharmaceutical and manufacturing. It is as such not clear whether the proposed SPM model will work within other types of industrial settings and if so how to organise the simulation activities in that setting. By purposively selecting the sample profile there are limitations concerning generalizability. Still, the conclusion based on the analysis of these benchmarking assessments may offer key take-aways in the context of process management. Practical implications – The findings suggest that benchmarking can be effective in measuring and improving simulation process capabilities within the pharmaceutical and manufacturing industry. The use of these benchmarking assessment can be instrumental in tracking the achievements of this process and enable management to measure the quality of the simulation activities in addition to offer guidance on what development actions to prioritise. By improving the simulation process, organisations will work towards furthering the integrity and credibility of its simulation studies. Originality/value – The existing literature does properly not present adequate empirical research in the field on maturity on the simulation process.  Also, the analysis method used in this study will further help organisation to perform self-assessment and determine their respective SPM. This value is reflected in using the results for implementing simulation process improvement initiatives that will ensure that the process is conducted in the most effective and efficient way.

O Processo Desenvolvimento de Produtos (PDP) é um processo de negócio cada vez mais influente nos resultados estratégicos das empresas que dele dependem. A gestão deste processo é uma atividade desafiadora e complexa em função das próprias características deste processo. A tarefa de perceber oportunidades de melhoria nesta atividade é intrigante, e isso incentivou vários pesquisadores a propor abordagens para tornar mais racional o esforço de sofisticação da gestão do PDP. Este trabalho tem por objetivo propor um método gerencial aplicável ao diagnóstico da maturidade da gestão do PDP e priorização de melhorias. Neste trabalho, a análise de maturidade é realizada a partir da freqüência de ocorrência de problemas típicos de PDP, e é seguida da priorização de oportunidades de melhoria. O diagnóstico da maturidade é realizado através do relacionamento entre dez áreas do conhecimento da gestão do PDP com problemas típicos do PDP. As áreas do conhecimento são provenientes dos estudos de melhores práticas publicados por: Product Development and Management Association (PDMA), Association of Productivity and Quality Center (APQC), guias de melhores práticas do PDMABoK e do PMBoK, além de modelos de referência. Com esse diagnóstico é possível reconhecer as áreas do conhecimento que mais se relacionam com os problemas, denominadas de áreas críticas. No que diz respeito à priorização, as áreas críticas são desdobradas em melhores práticas que se configuram em oportunidades de melhoria e, a partir de critérios, emprega-se uma matriz MAUT (Multiattribute Utility) para realizar a priorização das oportunidades. Os resultados são um índice de maturidade e a proposição de um portfólio de oportunidades de melhoria a serem realizados pela empresa para sofisticar a sua gestão do PDP. O método foi aplicado, na forma de estudo de caso em quatro empresas, para verificar a aplicação da macro-fase de coleta e análise da maturidade. Após, em uma destas empresas, foi aplicada a segunda macro-fase para verificar a geração do portfólio de oportunidades de melhoria. O resultado deste trabalho é a proposição de um método que analisa a maturidade da gestão do PDP vinculado à freqüência de ocorrência de problemas recorrentes no cotidiano da empresa, e auxilia a priorização das oportunidades de melhoria proporcionando uma adequação da estratégia de melhoria com o seu perfil competitivo. / The Product Development Process (PDP) management is of prime importance for manufacturing business results. The management of this process is a challenging and complex activity due to PDP characteristics that includes: people, tasks, and tools in an interdependent network. The aim in this dissertation is to propose a managerial method for the maturity level of PDP management analysis coupled with the prioritization of PDP opportunities identified. The background basis for maturity analysis, in this research, is the frequency of PDP typical problems incidence. The maturity analysis is accomplished through the relationship among ten knowledge areas of the PDP management with PDP typical problems. The ten knowledge areas is the consolidation of best practices published by: Product Development and Management Association (PDMA), Association of Productivity and Quality Center (APQC), best practices guides like PDMABoK and PMBoK, and as well, from PDP reference models. The developed method is divided in two macro phases (i) data gathering and maturity analysis; (ii) improvement portfolio development. The first macro phase is performed in three stages: typical problems frequency incidence identification; maturity level and development index analysis and improvement opportunities identification. The second macro phase is performed in three stages: prioritization criteria weight definition; managers’ prioritization matrix fulfill and PDP improvement portfolio definition. With the maturity level recognition is possible to identify the knowledge areas that are more associated with the high frequency problems, denominated critical areas. The critical areas consist in the best practices that will minimize the high frequency typical problems. These best practices are considered the PDP improvement opportunities. With reference to the improvement opportunities prioritization the MAUT (Multiattribute Utility) tool is used to support the managerial decision making process. The method was tested in four companies to verify the application of the maturity level diagnosis, the first macro phase. Afterwards, in one of these companies, the second macro phase was applied to verify the prioritization part and the results are a maturity index and an improvement opportunities portfolio to be accomplished by the company to increase its PDP management maturity level.

Open Source Software (OSS) is widely used and is becoming a significant and irreplaceable part of the software engineering community. Today a huge number of OSS exist. This becomes a problem if one needs to choose from such a large pool of OSS candidates in the same category. An OSS maturity model that facilitates the software assessment and helps users to make a decision is needed. A few maturity models have been proposed in the past. However, the parameters in the model are assigned not based on experimental data but on human experiences, feelings and judgments. These models are subjective and can provide only limited guidance for the users at the best. This dissertation has proposed a quantitative and objective model which is built from the statistical perspective. In this model, seven metrics are chosen as criteria for OSS evaluation. A linear multiple-regression model is created to assign a final score based on these seven metrics. This final score provides a convenient and objective way for the users to make a decision. The coefficients in the linear multiple-regression model are calculated from 43 OSS. From the statistical perspective, these coefficients are considered random variables. The joint distribution of the coefficients is discussed based on Bayesian statistics. More importantly, an updating rule is established through Bayesian analysis to improve the joint distribution, and thus the objectivity of the coefficients in the linear multiple-regression model, according to new incoming data. The updating rule provides the model the ability to learn and improve itself continually.

Ever since the early 90¡¦s the global software market has been growing at a rapid speed. Along with the development of Internet and electronic commerce, the demands for software have been increased dramatically and Taiwanese software firms are encountered serious global competition too. To stay competitive, the Taiwan software industry has to improve the quality of its software products in order to compete in the international IT arena. The present best option is for the Taiwanese software firms to achieve the Software Engineering Institute¡¦s Capability Maturity Model certification. This study compares the major differences on the requirement management process between CMMI level II and level III. The differences include key process¡¦s purpose, activity, and artifact. Two real-word cases were used to illustrate the example and concept. These results provide a practical bases and better understanding for the Taiwanese software firms when they implement CMMI level II or III.

ABSTRACT The Capability Maturity Model Integration, (CMMI) has been officially announced in 2002 by the Carnegie Mellon® Software Engineering Institute (SEI). The SEI¡¦s core purpose is to help organizations continuously carry on to improve their flow of software engineering capabilities and to appraise the maturity rank of contractor's organization. CMMI has provided an elastic framework to practice for the software project and to ensure the software quality. Due to CMMI does not limit the method of practice, but only defines the goal which must be achieved. Therefore, the different technique, organization, and work domain all may according to their characteristics to adjust their flow to comply with the CMMI requirement. Meanwhile it has already been generally valued and adopted by both of domestic and foreign companies. At present, there are 24 domestic companies have obtained the CMMI authentication. At the same time, the Government wants to promote the competitiveness of domestic software industry to the global information service market. During CMMI¡¦s promotion, she has aggressively offered all kind of policies and estimates to invest about seventy millions new Taiwan Dollars every year with the expectation to impel 50 third level of authentication in 2007; to achieve 100 third level in 2010 as well as 5 fifth level to encourage the domestic software organization to obtain the CMMI authentication. Obviously the software quality is now one of the key impetus of Taiwan industry and more over the most important development tendency and the critical technology to increase international competitive strength of Taiwan software industry in the future. The software flow improvement is the enterprise to guarantee the quality of their provided service/product. It is an important investment of competitiveness promotion which will involve the interference of the transformation of organization, the resistance of inside and outside staff etc., hence the organization must to have the commitment of policy, the intense attempt and the motive to invest the essential resources to determine the execution of software flow improvement, thus to guarantee the success of the software flow improvement. By analyzing the implemented benefits and the various difficulties of initial stages and common bitter experience in each domain flow of the 24 domestic CMMI certificated companies to make the case study of CMMI implementation to offer the reference templates of domestic enterprises which are now complying with CMMI or those plan to induct CMMI in the future. This research analyzed the substantive benefits of the domestic 24 CMMI certified companies from the six performances, such as customer, finance, the quality, the flow, the organization and the staff after carry out CMMI. We found the mostly positive confirmation after CMMI implemented. Yet comparing the performance of finance and the staff, with approximately 50% thought it revealed less distinguished deviation in either enhancing "the capability of commercial negotiation of project taken¡¨ or decreasing the bustle of team member after CMMI carry out. This article referred to the lesson learn of domestic enterprises which got the CMMI authentication inducting A + technology which was inducting CMMI and the local consultancy companies to collect the 35 usual problems of the 4 aspects of in the staff, the force team, the inside and outside resources, and the environment of organization. Also to procure 18 bitter experiences of domain flow of both maturity second level (ML2) and third level (ML 3) in specific tasks with the common troubles in general practices of A+ technology, as well as the difficulties in particular tasks under execution, then to analyze the change tendency of the various stages of CMMI to accumulate the valuable experience assets of the domestic enterprises to implement CMMI. In this research integrated the motives; the purpose; the flow and invested resources; the key successful factors; the frequent troubles and the solution, including the concrete effectiveness and the future plan of the 3 examples to be the important reference model for those enterprises are to conduct CMMI authentication and to effectively create the systemized software development / maintain flow to promote the project productivity, the competitiveness of organization and software quality. Keywords : CMMI (Capability Maturity Model Integration); The Improvement of Software Flow; Benefit appraisal

Thesis (M.S.)--West Virginia University, 2003. / Title from document title page. Document formatted into pages; contains x, 66 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 43-44).

Thesis (M.S.)--West Virginia University, 2003. / Title from document title page. Document formatted into pages; contains x, 86 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 84).

Background: Foresight is a vague concept with several definitions. There is barely any existing practical evidence of how it should be conducted or what effect it could have on a company’s performance. Due to the lack of research done, a study within the field was justified. Purpose: The purpose of the paper is to investigate and measure if, and how, foresight practices influence company’s financial performance. Method and theory: A theoretical framework was established in order to compile knowledge about the field. These theories were used as a basis for upcoming in-depth interviews. To make foresight measureable the foresight maturity model was applied in order to assess the company’s foresight practices and to compare it with financial performance. The financial performance was assessed by doing an archival analysis on the company’s annual reports. Findings: The study indicated that foresight practices were limited within the studied companies. However, all the companies used it to some extent. Conclusion: The practices of foresight are greatly contextual and a clear relationship between how the foresight practices affect financial performance is difficult to map out and is need of further research. Tendencies of foresight practices influencing financial performance were however noticed. These tendencies indicated that there is a positive relationship between foresight practices and financial performance.

Thesis (Ph. D.)--Missouri University of Science and Technology, 2008. / Degree granted by Missouri University of Science and Technology, formerly known as the University of Missouri-Rolla. Vita. The entire thesis text is included in file. Title from title screen of thesis/dissertation PDF file (viewed April 29, 2008) Includes bibliographical references (p. 108-111).