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Journal articles on the topic 'Capability maturing model'

Author: Grafiati

Published: 18 May 2024

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1

Sayyadi, Mahdi, Emad Farazmand, and Omid Gholami. "Business Intelligence Maturity Model In Organization On The Base Of The Capability Maturing Model (cmm)." Journal of Mathematics and Computer Science 04, no. 02 (February 29, 2012): 110–19. http://dx.doi.org/10.22436/jmcs.04.02.01.

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2

Zhang, Xike, Jae-Hong Lee, Yahya Abawi, Young-ho Kim, David McClymont, and Hee-Dong Kim. "Testing the simulation capability of APSIM-ORYZA under different levels of nitrogen fertiliser and transplanting time regimes in Korea." Australian Journal of Experimental Agriculture 47, no. 12 (2007): 1446. http://dx.doi.org/10.1071/ea05363.

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APSIM-ORYZA is a new functionality developed in the APSIM framework to simulate rice production while addressing management issues such as fertilisation and transplanting, which are particularly important in Korean agriculture. To validate the model for Korean rice varieties and field conditions, the measured yields and flowering times from three field experiments conducted by the Gyeonggi Agricultural Research and Extension Services (GARES) in Korea were compared against the simulated outputs for different management practices and rice varieties. Simulated yields of early-, mid- and mid-to-late-maturing varieties of rice grown in a continuous rice cropping system from 1997 to 2004 showed close agreement with the measured data. Similar results were also found for yields simulated under seven levels of nitrogen application. When different transplanting times were modelled, simulated flowering times ranged from within 3 days of the measured values for the early-maturing varieties, to up to 9 days after the measured dates for the mid- and especially mid-to-late-maturing varieties. This was associated with highly variable simulated yields which correlated poorly with the measured data. This suggests the need to accurately calibrate the photoperiod sensitivity parameters of the model for the photoperiod-sensitive rice varieties in Korea.

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3

Nie, Na. "Research on Personalized Recommendation Algorithm of Internet Platform Goods Based on Knowledge Graph." Highlights in Science, Engineering and Technology 56 (July 14, 2023): 415–22. http://dx.doi.org/10.54097/hset.v56i.10704.

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Personalized recommendation method is an effective means to filter out the information users need from a large amount of information, which is rich in practical value. Personalized recommendation methods are maturing, and many e-commerce platforms have been using different forms of recommendation methods with great success. In the recommendation systems of large-scale e-commerce platforms, traditional recommendation algorithms represented by collaborative filtering are modeled only based on users' rating data, and sparse user-project interaction data and cold start are two inevitable problems. The introduction of knowledge graphs in recommendation systems can effectively solve these problems because of their rich knowledge content and powerful relationship processing capability. In this paper, we study the personalized recommendation algorithm based on knowledge graph as auxiliary information, and use the temporal information of user-item interaction in the graph to model users' interests over time at a finer granularity, taking into account the problem of high training time cost of the model due to frequent updates of the knowledge graph when recommending to users dynamically. The article proposes the Interactive Knowledge-Aware Attention Network Algorithmic Model for Recommendations (IKANAM) and conducts comparison experiments on public datasets. The results show that the IKANAM recommendation algorithm can effectively improve the effectiveness of personalized recommendation of products on Internet platforms.

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4

K. S, Jasmine. "A New Capability Maturity Model For Reuse Based Software Development process." International Journal of Engineering and Technology 2, no. 1 (2010): 112–16. http://dx.doi.org/10.7763/ijet.2010.v2.108.

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5

Chelucci, C., M. Federico, R. Guerriero, G. Mattia, I. Casella, E. Pelosi, U. Testa, G. Mariani, H. J. Hassan, and C. Peschle. "Productive Human Immunodeficiency Virus-1 Infection of Purified Megakaryocytic Progenitors/Precursors and Maturing Megakaryocytes." Blood 91, no. 4 (February 15, 1998): 1225–34. http://dx.doi.org/10.1182/blood.v91.4.1225.

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Abstract We have evaluated the susceptibility to human immunodeficiency virus (HIV)-1 infection of in vitro grown megakaryopoietic progenitors/precursors and maturing megakaryocytes (MKs), based on the following approach: (1) human hematopoietic progenitor cells (HPCs), stringently purified from peripheral blood and grown in serum-free liquid suspension culture supplemented with thrombopoietin (Tpo), generated a relatively large number of ≥ 98% to 99% pure megakaryocytic precursors and then mature-terminal MKs; (2) at different days of culture (ie, 0, 5, 8, 10) the cells were inoculated with 0.1 to 1.0 multiplicity of infection (m.o.i.) of the lymphotropic NL4-3 or 0.1 m.o.i. of the monocytotropic BaL-1 HIV-1 strain; (3) finally, the presence of viral mRNA and proteins was analyzed by reverse transcriptase-polymerase chain reaction (RT-PCR)/in situ hybridization and antigen capture assays, respectively, on day 2 to 12 of culture. MKs derived from day 0 and day 5 BaL-1–challenged cells do not support viral replication as assessed by p24 enzyme-linked immunosorbent assay (ELISA) and RT-PCR. On the contrary, HIV transcripts and proteins were clearly detected in all NL4-3 infection experiments by RT-PCR and p24 assay, respectively, with the highest viral expression in day 5 to 8 challenged MKs. In situ hibridization studies indicate that the percentage of HIV+ MKs varies from at least 1% and 5% for day 0 and day 5 infected cells, respectively. Production of an infectious viral progeny, evaluated by the capability of culture supernatants from day 5 NL4-3–challenged MKs to infect C8166 T-lymphoblastoid cell line, was consistently observed (viral titer, ≈ 5 × 103 tissue culture infectious dose50/mL/106 cells). Exposure of MKs to saturating concentration of anti-CD4 OKT4A monoclonal antibody (MoAb), which recognizes the CD4 region binding with the gp120 envelope glycoprotein, markedly inhibited HIV infection, as indicated by a reduction of p24 content in the supernatants: because the inhibitory effect was incomplete, it is apparent that the infection is only partially CD4-dependent, suggesting that an alternative mechanism of viral entry may exist. Morphologic analysis of day 12 MKs derived from HPCs infected at day 0 showed an impaired megakaryocytic differentiation/maturation: the percentage of mature MKs was markedly reduced, in that ≈ 80% of cells showed only one nuclear lobe and a pale cytoplasm with few granules. Conversely, megakaryocytic precursors challenged at day 5 to 8 generated fully mature day 10 to 12 MKs showing multiple nuclear segmentation. Thus, the inhibitory effect of HIV on the megakaryopoietic gene program relates to the differentiation stage of cells subjected to the viral challenge. Finally, HPCs treated with 20 or 200 ng/mL of recombinant Tat protein, analyzed at different days of culture, showed an impaired megakaryocytopoiesis comparable to that observed in HIV-infected cells, thus suggesting that Tat is a major mediator in the above described phenomena. These results shed light on the pathogenesis of HIV-related thrombocytopenia; furthermore, they provide a model to investigate the effects of HIV on megakaryocytic differentiation and function.

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6

Cheng, Ming, Dikun Yang, and Qiang Luo. "Interpreting Surface Large-Loop Time-Domain Electromagnetic Data for Deep Mineral Exploration Using 3D Forward Modeling and Inversion." Minerals 13, no. 1 (December 26, 2022): 34. http://dx.doi.org/10.3390/min13010034.

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Surface transient electromagnetic (TEM) data with large transmitter loops for deep mineral exploration are often complicated by the non-trivial coupling between extended sources and arbitrarily oriented geological targets. This case study reports a TEM field data set acquired across terranes with strong lateral inhomogeneity, which is responsible for the high inconsistency in TEM data patterns along the survey line, as well as for the negative TEM transients (sign reversal) at some near-central loop stations. 3D forward modeling and inversion, as maturing tools in recent years, offer unique opportunities to extract as much geological information from such data as possible. 3D forward simulations of representative synthetic models found that the phenomenon of sign reversal at some TEM stations is associated with compact conductors enclosed by the transmitter loop and receivers that are in the loop, but off the conductor–a situation that is common in large-loop TEM and can only be explained by 3D models. However, 3D inversion of the field data with a uniform subspace as the initial and reference model fails to converge, another point of evidence that 3D inversions of large-loop TEM data are more likely to be subject to stability issues. Our solution is to warm-start the inversion with the representative model in the forward simulation experiments as the initial model, so the ill-posed 3D inversion can escape from local minima. Finally, the vertical contact structure in our 3D-inversion model is verified by a resistivity cross section of the CSAMT method. Our case study demonstrates the demand and capability of 3D electromagnetic modeling and inversion for high-resolution deep mineral exploration. It also provides an easy-to-follow template for carrying out 3D interpretation for complex geology in practice.

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7

Lui, Kim Man, and Keith C. C. Chan. "Capability Maturity Model and SAP." International Journal of Enterprise Information Systems 1, no. 3 (July 2005): 69–95. http://dx.doi.org/10.4018/jeis.2005070105.

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8

Wademan, Mark R., Charles M. Spuches, and Philip L. Doughty. "The People Capability Maturity Model." Performance Improvement Quarterly 20, no. 1 (October 22, 2008): 97–123. http://dx.doi.org/10.1111/j.1937-8327.2007.tb00434.x.

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9

Butzer, Steffen, Sebastian Schötz, and Rolf Steinhilper. "Remanufacturing Process Capability Maturity Model." Procedia Manufacturing 8 (2017): 715–22. http://dx.doi.org/10.1016/j.promfg.2017.02.092.

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10

Paulk, M. C., B. Curtis, M. B. Chrissis, and C. V. Weber. "Capability maturity model, version 1.1." IEEE Software 10, no. 4 (July 1993): 18–27. http://dx.doi.org/10.1109/52.219617.

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11

Morales-Fernández, Rogelio, José Alfonso Brito-Rojas, and Jaime Arturo Villaseñor Marcial. "CAPABILITY MATURITY MODEL INTEGRATION (CMMI)." Revista de Investigación en Tecnologías de la Información 2, no. 3 (June 2014): 15–20. http://dx.doi.org/10.36825/riti.02.03.003.

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Capability Maturity Model Integration or CMMI (Capability Maturity Model Integration) is a combination of process improvement models for what is systems engineering, and software, is derived from CMM, differentiating itself from this by the integration of some quality models such as the Electronic Industries Alliance Interim Standard (EIA / IS) 731. Basically the CMMI, is a global certification to measure the maturity of an organization in the design and development of software, to give us an idea of this certification, just There are 117 organizations around the world that can boast of having it. Currently it is one of the most used models worldwide in the software industry, which when applied mainly allows the reduction of costs and decreases the repetition of work.

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12

Herlinudinkhaji, Didin, and Lingga Kurnia Ramadhani. "Tata Kelola Layanan Teknologi Informasi dengan ITIL V4 untuk Estimasi Layanan." remik 7, no. 1 (January 13, 2023): 452–57. http://dx.doi.org/10.33395/remik.v7i1.12058.

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Penelitian ini bertujuan untuk tata kelola layanan taknologi informasi dengan ITIL V4 untuk estimasi layanan. Pengukuran dengan maturiti model. Terdapat 2 pengukuran dalam penelitian ini yaitu dengan ITIL maturity model untuk mengetahui tingkat kematangan terhadap layanan teknologi informasi. Hasil dari pengukuran ITIL maturity berupa level kematangan 1 sampai dengan level 5. Yang kedua Agile Maturity model untuk mengetahui fasilitas teknologi infomrasi apa saja yang perlu dilakukan perkembangan lebih lanjut dengan menggunakan Agile Maturity model. Hasil berupa pengukuran tata kelola teknologi informasi dapat dijadikan bahan untuk pengambilan kebijakan pada kebijakan yang mendatang. Hasil pengukuran dari objek penelitian berdasarkan maturity model dan agile capability model. Maturity model berada pada level 2, sementara agile capability model berada pada level 3.

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13

Kim, Dong‐Young, and Gerald Grant. "E‐government maturity model using the capability maturity model integration." Journal of Systems and Information Technology 12, no. 3 (August 17, 2010): 230–44. http://dx.doi.org/10.1108/13287261011070858.

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14

Aljedaibi, Wajdi, and Abed A. Alsulami. "Capability Maturity Model Integration for Beginners." International Journal of Advanced Research in Computer Science and Software Engineering 7, no. 6 (June 30, 2017): 81–88. http://dx.doi.org/10.23956/ijarcsse/v7i5/01507.

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15

Penicina, Ludmila. "Towards E-Learning Capability Maturity Model." Scientific Journal of Riga Technical University. Computer Sciences 43, no. 1 (January 1, 2011): 88–91. http://dx.doi.org/10.2478/v10143-011-0012-7.

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Towards E-Learning Capability Maturity ModelIn the software development Capability Maturity Model (CMM) is a methodology for constantly optimizing organization's software development processes in order to meet project deadlines and customers' satisfaction in more efficient way. Nowadays e-learning becomes a valuable business tool not only for reducing costs and improving employees' competences in specific business areas but also for creating considerable Return on Investment (ROI) for the businesses. More and more companies choose an e-learning environment over classic classroom learning. When more companies are implementing e-learning it is time to create a common workplace e-learning CMM which defines the framework and best practices for e-learning business processes that can be used as standard and guidelines for companies which are starting e-learning projects as well as companies practicing e-learning. The paper proposes e-learning implementation and maintenance business processes incorporated in the classic PDCA cycle consisting of four e-learning project phases - e-learning project planning, e-learning system implementation, e-learning monitoring and e-learning optimization.

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16

Mathiassen, L., and C. Sørensen. "The capability maturity model and CASE." Information Systems Journal 6, no. 3 (July 1996): 195–208. http://dx.doi.org/10.1111/j.1365-2575.1996.tb00013.x.

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17

Bamberger, J. "Essence of the capability maturity model." Computer 30, no. 6 (June 1997): 112–14. http://dx.doi.org/10.1109/2.587560.

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18

Reichner, Albert. "Supplier Selection Using Capability Maturity Model." INCOSE International Symposium 6, no. 1 (July 1996): 1058–62. http://dx.doi.org/10.1002/j.2334-5837.1996.tb02122.x.

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19

Watson, Max, Hadi Nourollah, David Bason, Scott Higgs, Sally Benson, Peter Cook, Yong-Chan Park, Mitch Allison, and Ziqiu Xue. "Optimising CO2 storage resource utilisation: insights from the Otway Stage 4 field program." Australian Energy Producers Journal 64, no. 1 (May 16, 2024): 54–65. http://dx.doi.org/10.1071/ep23217.

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The optimised utilisation of storage resources and accelerated commercial carbon dioxide (CO2) storage development is vital for carbon capture and storage to play its important role in reducing emissions at scale. CO2CRC seeks to address this challenge through an international collaboration – the Otway Stage 4 field program – that demonstrates a suite of cost-effective reservoir management techniques with the potential to improve CO2 storage capabilities, particularly in lower-quality reservoirs, maturing them for commercial readiness. Aiming to enhance injectivity, improve sweep, increase model resolution, and develop performance monitoring capabilities, Otway 4 will substantially improve CO2 storage resource usage, furthering economical viability for decreasing CO2 emissions to the atmosphere. Otway Stage 4 includes acquisition and analysis of CO2 saturation and chemical data during plume migration and trapping, combined with investigation of fine-scale geological heterogeneity’s role in CO2 flow dynamics, to refine modelling workflows and, ultimately, develop strategies for optimising commercial CO2 storage; demonstrating whether CO2 microbubbles (MBs) significantly increase storage efficiency compared to standard CO2 injection, thereby unlocking previously untenable reservoirs for CO2 storage; enhancing seismic monitoring to comprehensively assess storage performance and MB behaviour, including quantitative derivation of CO2 saturation; and demonstrating the capability of Distributed Strain Sensing to quantitatively measure geomechanical changes associated with CO2 injection. In addition to Otway 4’s forward plans, laboratory and modelling work, including core flood analysis, to understand CO2 MB and surfactant behaviour at pore scale, dynamic modelling of CO2 flow through heterogeneous reservoir, and selecting suitable injection intervals at the Otway site are discussed.

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20

Doss, Daniel Adrian, Russ Henley, David Hughes McElreath, Steve L. Mallory, Balakrishna Gokaraju, Raymond Tesiero, Qiuqi Hong, and Linda N. Taylor. "The Capability Maturity Model Integrated as a Market Engineering Maturity Model." International Journal of Service Science, Management, Engineering, and Technology 12, no. 3 (May 2021): 175–96. http://dx.doi.org/10.4018/ijssmet.2021050110.

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This article examined a variant of the capability maturity model integrated (CMMi) through the lens of market engineering process improvement. The population and sample represented a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of urban marketing organizations versus rural marketing organizations, the study showed three statistically significant differences representing the second (p = 0.00; M = 2.90), fourth (p = 0.01; M = 3.22), and sixth hypotheses (p = 0.04; M = 3.15). The second hypothesis corresponded to the first maturity level (ad hoc, random processes), the fourth hypothesis corresponded to the third maturity level (characterized and expressed processes), and the sixth hypothesis corresponded to the fifth maturity level (optimized processes).

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Kabir, Mousumi, and Lazar Rusu. "IT Project Development using Capability Maturity Model." Information Resources Management Journal 29, no. 4 (October 2016): 35–48. http://dx.doi.org/10.4018/irmj.2016100103.

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In many research studies on IT project development process, the authors have noticed that different frameworks are used for this purpose. In fact, many companies choose specific frameworks to run their IT projects based on project type and face dissimilar problems during the execution. In this research the authors are presenting a framework for IT project development using Capability Maturity Model. The framework has been developed to improve the IT project development in a large company because of the lower rate of successfully IT projects in that company. To develop the framework, they have used design science research and evaluated this framework with the project managers from that large company. The result of this research is a framework for IT projects development that is based on generic Capability Maturity Model and is adapted to the specific needs of an IT project development environment. Moreover, the framework identifies for each key process area of IT project development, the goals and activities to be performed.

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22

Saur, Joe. "Review of "The people capability maturity model." ACM SIGSOFT Software Engineering Notes 28, no. 2 (March 2003): 38–39. http://dx.doi.org/10.1145/638750.638768.

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23

Herbsleb, James, David Zubrow, Dennis Goldenson, Will Hayes, and Mark Paulk. "Software quality and the Capability Maturity Model." Communications of the ACM 40, no. 6 (June 1997): 30–40. http://dx.doi.org/10.1145/255656.255692.

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24

Adeniyi, Onaopepo, Srinath Perera, and Kanchana Ginige. ""Built Environment Flood Resilience Capability Maturity Model"." Procedia Engineering 212 (2018): 776–83. http://dx.doi.org/10.1016/j.proeng.2018.01.100.

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25

Kerrigan, Martin. "A capability maturity model for digital investigations." Digital Investigation 10, no. 1 (June 2013): 19–33. http://dx.doi.org/10.1016/j.diin.2013.02.005.

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26

Sherwood-Jones, Brian, Jonathan Earthy, Yvonne Bowler, Robert Taylor, and Melanie Forster. "A Human Factors Integration Capability Maturity Model." INCOSE International Symposium 9, no. 1 (June 1999): 1526–32. http://dx.doi.org/10.1002/j.2334-5837.1999.tb00341.x.

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27

von Wangenheim, Christiane Gresse, Jean C. R. Hauck, Alessandra Zoucas, Clenio F. Salviano, Fergal McCaffery, and Forrest Shull. "Creating Software Process Capability/Maturity Models." IEEE Software 27, no. 4 (July 2010): 92–94. http://dx.doi.org/10.1109/ms.2010.96.

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28

Lake, Jerry. "Process Standards vs Capability Maturity Models." INSIGHT 4, no. 1 (April 2001): 47–48. http://dx.doi.org/10.1002/inst.20014147a.

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29

Benmoussa, Rachid, Charkaoui Abdelkabir, Achraf Abd, and Marouane Hassou. "Capability/maturity based model for logistics processes assessment." International Journal of Productivity and Performance Management 64, no. 1 (January 12, 2015): 28–51. http://dx.doi.org/10.1108/ijppm-08-2012-0084.

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Purpose – The purpose of this paper is to study how a general standardized processes assessment capability/maturity model, such as Capability Maturity Model Integration (CMMI), can be combined to a standardized benchmark of logistics processes best practices, such as FD X50-604, to propose a new approach that evaluates logistics processes capability/maturity. Design/methodology/approach – First, an analysis study of CMMI model and X50-604 standard is performed. In order to prove their coherence, a deep comparative analysis of CMMI and X50-604 practices is conducted. As illustration, the paper focuses on a particular application of this approach to evaluate capability/maturity of distribution logistics activities. An industrial case study that aims the validation of this particular application is finally conducted in a furniture company. Findings – The authors estimate that the paper findings provide an operational guide for industrials to evaluate their distribution processes that is a practical, verifiable, repeatable and extensible to other logistics process areas and an interesting opportunity to evolve the standard FD X50-604 regarding CMMI requirements to assess capability/maturity of logistics processes. Originality/value – In general, the few capability/maturity-driven models analyzed in literature present some limits that do not allow their diffusion in the industrial level, especially in logistics. This study proposes a new approach based on standards that provide an operational guide for industrials to evaluate their distribution processes based on capability/maturity concept.

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30

Ding, Jian Jie. "Software Product Line Measurement Process Capability Maturity Model." Applied Mechanics and Materials 536-537 (April 2014): 673–77. http://dx.doi.org/10.4028/www.scientific.net/amm.536-537.673.

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Software product line has been a key area of concern in software industry due to its advantage on the productivity and quality of software products. At same time, both software organizations and the academic community are aware that the software measurement is necessary in software product line. However, there are many problems: what is difference in software product line measurement, how about their measurement process in the end, etc. It addresses this problem by creating a specialized Software Product Line Measurement Process Capability Maturity Model (SPLMP-CMM). SPLMP-CMM including five maturity levels: initial, tentatively, defined, compesive and optimized. The model focus on the basic practice areas which should be implementing of every level, it helps the originations to assess their measurement process and provides guidance for them to a higher maturity level.

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31

Zhou, Yong. "Towards Capability Maturity Model of e-Learning Process." Intelligent Information Management 04, no. 04 (2012): 95–98. http://dx.doi.org/10.4236/iim.2012.44015.

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32

Huffman, John, and Lawrence E. Whitman. "Developing a Capability Maturity Model for Enterprise Intelligence." IFAC Proceedings Volumes 44, no. 1 (January 2011): 13086–91. http://dx.doi.org/10.3182/20110828-6-it-1002.02641.

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Crowston, Kevin, and Jian Qin. "A capability maturity model for scientific data management." Proceedings of the American Society for Information Science and Technology 47, no. 1 (November 2010): 1–2. http://dx.doi.org/10.1002/meet.14504701359.

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Kuhn, Dorothy A., and Suzanne M. Garcia. "DEVELOPING A CAPABILITY MATURITY MODEL FOR SYSTEMS ENGINEERING." INCOSE International Symposium 4, no. 1 (August 1994): 170–75. http://dx.doi.org/10.1002/j.2334-5837.1994.tb01699.x.

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35

Weszka, Joan. "Special issue on capability maturity model®integrationSM." Systems Engineering 5, no. 1 (2002): 1–2. http://dx.doi.org/10.1002/sys.10017.

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36

Doss, Daniel A., Rebecca Goza, Raymond Tesiero, Balakrishna Gokaraju, and David H. McElreath. "The Capability Maturity Model as an Industrial Process Improvement Model." Manufacturing Science and Technology 4, no. 2 (April 2017): 17–24. http://dx.doi.org/10.13189/mst.2017.040201.

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37

Strutt, J. E., J. V. Sharp, E. Terry, and R. Miles. "Capability maturity models for offshore organisational management." Environment International 32, no. 8 (December 2006): 1094–105. http://dx.doi.org/10.1016/j.envint.2006.06.016.

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38

Ibrahim, Linda. "2.4.1 Integrating Beyond Capability Maturity Models®." INCOSE International Symposium 12, no. 1 (August 2002): 696–703. http://dx.doi.org/10.1002/j.2334-5837.2002.tb02528.x.

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39

Adrian Doss, Daniel, Raymond Tesiero, Balakrishna Gokaraju, David McElreath, and Rebecca Goza. "Proposed Derivation of the Integrated Capability Maturity Model as an Environmental Management Maturity Model." Energy and Environmental Engineering 5, no. 3 (June 2017): 67–73. http://dx.doi.org/10.13189/eee.2017.050302.

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40

Cao, Jiqing, Cheng Miao, Yejun Xu, Huan Xiao, and Ying Wang. "Research on the Design of Industry and Education Integration Capability Maturity Model." SHS Web of Conferences 171 (2023): 02037. http://dx.doi.org/10.1051/shsconf/202317102037.

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This article introduces the design and evaluation method of the capability Maturity Model for the Integration of Industry and Education. Based on the interpretation of the industry-education integration documents issued by the country and major provinces and cities, the capability model architecture is designed into four levels: Dimension, Process Area Group, Process Area, and Capability Practice. Each maturity level and its objectives are defined, and a capability dictionary is established according to different requirements for the different maturity levels. The evaluation method sets weights for Dimensions and Process Areas based on their importance, and designs scoring rules for Capability Practice to determine the current capability maturity level of the organization.

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Palacios, Himelda, and Néstor Porcell. "Obstáculos al implantar el modelo CMMI / Difficulties when implementing the CMMI organizational model." Revista EAN, no. 72 (August 1, 2013): 110. http://dx.doi.org/10.21158/01208160.n72.2012.571.

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RESUMENEsta investigación analiza y propone estrategias de intervención que permiten identificar y superar los obstáculos de aprendizaje organizacional, que experimenta una organización cuando decide implantar el modelo de calidad para el desarrollo y mantenimiento de software, CMMI (Capability Maturity Model Integrated). Implantar el CMMI es más que definir procesos, procedimientos y formatos, lo que realmente implica es cambiar la cultura organizacional de las áreas y/o empresas de desarrollo de software, cambiar el comportamiento de los Ingenieros de Software. Las estrategias de intervención propuestas facilitan el cambio de la cultura organizacional requerido, para que una organización dedicada al desarrollo y mantenimiento de software pueda alcanzar con éxito los niveles de madurez definidos por el modelo CMMI. Este cambio de cultura implica orientar a la organización hacia los lineamientos definidos por la gestión de la calidad del software, la ingeniería de software, la gerencia de proyectos, la gerencia de procesos, el mejoramiento continuo de procesos, la gestión cuantitativa de procesos y el aprendizaje continuo.ABSTRACTThis research aims at analysing and proposing intervention strategies which allow to identify and avoid the risks in organization learning processes, when an organization decides to implement a quality model for the development and maintenance of specialized softwares, such as CMMI (Capability Maturity Model Integrated). This software design means much more than identifying processes, procedures and formats, which implies an organizational cultural change in the corresponding areas and companies in charge of software development changing the behavior of software design engineers. The intervention strategies suggested facilitate a change in organizational culture in this type of organization reaching success at high maturity levels based on the CMMI model. This will lead the organization to high quality standards in software design, software engineering, project management, process management, a continuing successful follow- up processes, quantitative process management and systematic learning.RESUMÉÉCette étude analyse et propose différentes stratégies d’intervention aidant à l’identification et à la résolution de problèmes liés à l’apprentissage organisationnel. Cela peut être le cas pour une organisation qui déciderait de mettre en place le modèle de qualité pour le développement et la maintenance de logiciels, CMMI (Capability Maturity Model Integrated). En effet, pour intégrer le CMMI aux processus organisationnels de l’entreprise, il s’agit moins de définir les procédures, formats et processus que de modifier la culture organisationnelle des départements et/ou entreprises informatiques de développement de logiciel ainsi que le comportement des ingénieurs informatiques. Les stratégies d’intervention proposées favorisent le changement de culture organisationnelle nécessaire pour qu’une organisation, tournée vers le développement et la maintenance de logiciel, puisse atteindre avec succès des niveaux de maturité définis par le modèle CMMI. Ce changement culturel implique une orientation de l’organisation aux directives définies par la gestion qualitative des logiciels, la gestion de projet, celle des processus de gestion, de l’amélioration continue des processus, de la gestion quantitative des processus et de l’apprentissage continu.RESUMOEsta pesquisa analisa e propõe estratégias de intervenção que permitem identificar e superar os obstáculos de aprendizado organizativo experimentados por uma organização quando decidir implantar o modelo de qualidade para o desenvolvimento e manutenção de software, CMMI (Capability Maturity Model Integrated). Implantar o CMMI é mais do que definir processos, procedimentos e formulários; em realidade implica a mudança da cultura organizativa das áreas e/ou empresas de desenvolvimento de software, mudar o comportamento dos engenheiros de software. As estratégias de intervenção propostas facilitam a mudança da cultura organizativa requerida, para que uma organização dedicada ao desenvolvimento e manutenção de software possa atingir com sucesso os níveis de maturidade definidos pelo modelo CMMI. Esta mudança de cultura implica orientar a organização em direção aos lineamentos definidos pela gestão da qualidade do software, a engenharia de software, a gerência de projectos, a gerência de processos, o melhoramento contínuo de processos, a gestão quantitativa de processos e o aprendizado contínuo.

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O'Neill, Don. "SYSTEMS ENGINEERING CAPABILITY MODEL FOR STRATEGIC IMPROVEMENT." INCOSE International Symposium 3, no. 1 (July 1993): 637–42. http://dx.doi.org/10.1002/j.2334-5837.1993.tb01637.x.

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ABSTRACTThe Systems Engineering Process Capability Maturity Model is organized around the key concepts in the Malcolm Baldrige National Quality Award Examination criteria. It introduces a model for systems engineering success and the Total Quality Management infrastructure prescription which places a premium on experience with the customer and his problems, the company's products and its solutions, and the processes for engineering and management needed to deliver operational solutions.Systems engineering capability is organized into a set of models to guide an organization towards success in several essential dimensions. Using these models, a series of assessment instruments are derived to assess systems engineering process maturity, evaluate systems engineering capability, examine systems engineering capacity, identify system risks, review systems project performance, inspect systems engineering products, and survey customer satisfaction. “Quick look” instruments identify risks to systems engineering success, and “probe” instruments pinpoint the specific weaknesses in each element. A well defined improvement process details the risk identification, confrontation, and resolution activities.

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Englbrecht, Ludwig, Stefan Meier, and Günther Pernul. "Towards a capability maturity model for digital forensic readiness." Wireless Networks 26, no. 7 (January 1, 2019): 4895–907. http://dx.doi.org/10.1007/s11276-018-01920-5.

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Dube, Durga Prasad, and R. P. Mohanty. "Towards development of a cyber security capability maturity model." International Journal of Business Information Systems 34, no. 1 (2020): 104. http://dx.doi.org/10.1504/ijbis.2020.106800.

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Day, Bryce, and Christof Lutteroth. "Climbing the ladder: capability maturity model integration level 3." Enterprise Information Systems 5, no. 1 (December 13, 2010): 125–44. http://dx.doi.org/10.1080/17517575.2010.495789.

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McIntyre, Mac H. "THE INTEGRATED PRODUCT DEVELOPMENT CAPABILITY MATURITY MODEL (CMM)SM." INCOSE International Symposium 6, no. 1 (July 1996): 574–76. http://dx.doi.org/10.1002/j.2334-5837.1996.tb02055.x.

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Hefner, Rick, Warren Monroe, and David Hsiao. "EXPERIENCE WITH THE SYSTEMS SECURITY ENGINEERING CAPABILITY MATURITY MODEL." INCOSE International Symposium 6, no. 1 (July 1996): 1069–74. http://dx.doi.org/10.1002/j.2334-5837.1996.tb02124.x.

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Lee, Dona M. "Capability Maturity Model® Integration for Acquisition - Executive Summary." INSIGHT 7, no. 1 (April 2004): 49–50. http://dx.doi.org/10.1002/inst.20047149.

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Abdullahi Garba, Adamu, Aliyu Musa Bade, Muktar Yahuza, and Ya’u Nuhu. "Cybersecurity capability maturity models review and application domain." International Journal of Engineering & Technology 9, no. 3 (September 2, 2020): 779. http://dx.doi.org/10.14419/ijet.v9i3.30719.

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Cybersecurity is a way of protecting organization critical assets, through the identification of cyber threats that can compromise the information stored, it involves the protection, identification, and responding to threats. The main aim of this article is to conduct an ample review of the published cybersecurity capability maturity models using a systematic review of published articles from 2014 to 2019. Features of Hal- vorsen and Conradi’s taxonomy were adopted to explain the models identified. The results indicated adopting a model to a certain organization is not feasible. However, modification is required before implementation, as the cost of implementation is not available when conducting this research.

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Garba, Adamu Abdullahi, Maheyzah Muhamad Siraj, and Siti Hajar Othman. "An Explanatory Review on Cybersecurity Capability Maturity Models." Advances in Science, Technology and Engineering Systems Journal 5, no. 4 (2020): 762–69. http://dx.doi.org/10.25046/aj050490.

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