Maturity Models Architecture: A large systematic mapping

Monteiro, Erasmo Leite; Maciel, Rita Suzana Pitangueira

doi:10.5753/isys.2020.761

Cited by 10 publications

(7 citation statements)

References 39 publications

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“…De acordo com Monteiro & Maciel (2020), os modelos de maturidade são usados para facilitar o benchmarking de processos organizacionais internos e/ou externos e podem fornecer diretrizes para o crescimento corporativo. Um modelo de maturidade pode ser amplamente usado como uma forma de avaliar o quão hábil uma organizac ¸ão é na gestão de seus projetos e sua maturidade atual, por exemplo.…”

Section: Fundamentac ¸ãOunclassified

Identificação e Avaliação de Carências, Fatores Humanos e Técnicos na Garantia de Qualidade em Software Embarcado Aeronáutico no Brasil

Yelisetty

Barros

Slavov

et al. 2022

iSys

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Contexto: os produtos aeronáuticos recentes possuem forte uso de Software Embarcado Aeronáutico, onde naturalmente a garantia da qualidade é essencial. Problema de pesquisa: essa pesquisa envolve descobrir quais as carências e fatores humanos e técnicos são envolvidos na atividade de Garantia de Qualidade de Software Embarcado Aeronáutico (GQSEA) na indústria aeronáutica brasileira. Solução: a solução envolveu identificar e avaliar as carências, fatores humanos e técnicos de GQSEA no Brasil, aplicando se um Survey com 25 participantes e posteriormente uma entrevista com 8 participantes. Justificativa e motivação: em ambientes regulados, como a aviação, os fatores humanos e técnicos são essenciais para a garantia da qualidade, no entanto, os autores não encontraram nenhum trabalho similar que aborde essa temática. Adicionalmente, a identificação destes fatores e carências podem ajudar na estruturação de ações como capacitação em RTCA DO-178C e definição de métricas de GQSEA. Conclusão: este trabalho identificou carências, fatores técnicos e humanos a partir da execução de um Survey levantadas pela comunidade envolvida na execução do Survey envolvendo o público-alvo. Essas carências e fatores foram avaliados posteriormente em uma entrevista com 8 profissionais de GQSEA.

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Section: Fundamentac ¸ãOunclassified

Identificação e Avaliação de Carências, Fatores Humanos e Técnicos na Garantia de Qualidade em Software Embarcado Aeronáutico no Brasil

Yelisetty

Barros

Slavov

et al. 2022

iSys

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“…The authors determine three elements (people, process, and technology), elaborating on specific subelements. On the theoretical side, organizational maturity elements and sub-elements were grounded by authors such as Mettler [15], Paulk et al [52], Fraser and Vaishnavi [53], Nonaka [54], Aust, Matthews, and Muller-Camen [55], Garvin [56], Monteiro and Maciel [57], and others. In previous work, Radvila [40] describes the statuses of all elements and sub-elements based on organizational maturity, using a five-level stage measurement, in detail.…”

Section: Concept Of Organizational Maturitymentioning

confidence: 99%

Structural Changes of Organizational Maturity during the COVID-19 Pandemic: The Case of Lithuania

2021

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Organizational maturity is a dynamic construct and a change that depends on both internal and external conditions. The COVID-19 pandemic provides an opportunity to examine, from the perspective of organizational maturity, what challenges companies faced during the economic slowdown, when decisions had to be made quickly, but very responsibly. The impact of the COVID-19 pandemic on organizations and their activities has led to a response from organizations to find solutions that are sustainable and not only able to survive the economic downturn, but also able to achieve/maintain a higher level of organizational maturity. Although information on the changes in the organizational maturity structure observed in organizations during the COVID-19 pandemic is already available, there is little research in this area. Thus, the purpose of the paper is to reveal changes in the organizational maturity structure during the COVID-19 pandemic. Authors used a qualitative research strategy to identify which indicators of organizational maturity elements and sub-elements occurred in the companies surveyed before and during the COVID-19 pandemic. The sample of experts in both studies consisted of 24 top executives from 24 companies, 12 at each stage before and during the COVID-19 pandemic. The research disclosed that, during the COVID-19 pandemic, the companies made sustainable decisions and they greatly strengthened the hard areas related to technology, work processes, and contributions to the organization’s operations. Meanwhile, the soft areas, related to employee competencies and, on the other hand, behavioural processes have become more vulnerable.

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“…According to Monteiro and Maciel [33], maturity model development methods can be categorized as "conceptual," "qualitative," "quantitative," and "derivative." Having decided to base the development of the maturity model for ICT-supported neighborhood development on the B3-MM, we chose a derivative approach.…”

Section: Design/populate Phasementioning

confidence: 99%

“…The case studies and the literature (e.g., [22,25,33,38]) provide several examples of application scenarios for the MMND:…”

Section: Application Of the Modelmentioning

confidence: 99%

Toward Sustainable ICT-Supported Neighborhood Development—A Maturity Model

Renyi

Hegedüs²,

Maier³

et al. 2020

Sustainability

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Scientists promote the fostering of caring communities as a means of sustainably coping with demographic changes. They consider community-based technologies to have a high potential for supporting the establishment of caring communities. However, implementing community-based technologies is a complex endeavor, making sustainable adoption difficult. We have developed a maturity model aimed at standardizing the monitoring and evaluation of neighborhood projects. Based on a maturity model for integrated care, we conducted a Delphi study, to develop a maturity model for information and communication technology (ICT)-supported neighborhood development. In eight case studies, the model was validated and subsequently adapted to the specific needs and requirements of neighborhood projects. These studies emphasized the importance of at least 12 decisive dimensions and showed that the maturity model could be applied at different stages of a project. The current form of the maturity model can be used to help orient, as well as monitor and evaluate, neighborhood development projects. Future work will be necessary to further develop accompanying materials and services and to foster the exchange of best practices and experience between projects.

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Maturity Models Architecture: A large systematic mapping

Cited by 10 publications

References 39 publications

Identificação e Avaliação de Carências, Fatores Humanos e Técnicos na Garantia de Qualidade em Software Embarcado Aeronáutico no Brasil

Identificação e Avaliação de Carências, Fatores Humanos e Técnicos na Garantia de Qualidade em Software Embarcado Aeronáutico no Brasil

Structural Changes of Organizational Maturity during the COVID-19 Pandemic: The Case of Lithuania

Toward Sustainable ICT-Supported Neighborhood Development—A Maturity Model

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