The IT-CMF: A Practical Application of Design Science

Donnellan, Brian; Helfert, Markus

doi:10.1007/978-3-642-13335-0_43

Cited by 8 publications

(5 citation statements)

References 12 publications

(15 reference statements)

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“…More research is needed to verify how they can be improved in a more dynamic way instead of a static, one-size-fits-all roadmap presented in current BPMMs (Pöppelbuss et al, 2011), and to refine capability areas with a contingency approach depending on organization-specific characteristics (Plattfaut, Niehaves, Pöppelbuss & Becker, 2011;vom Brocke et al, 2015). This final criticism is not only valid for BPMMs, but generally for most maturity models (Donnellan & Helfert, 2010).…”

Section: Discussion About the Selection Criteria For Bpmmsmentioning

confidence: 99%

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Evaluating Business Process Maturity Models

Looy

Poels²,

Snoeck³

2017

JAIS

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Maturity models have become important aids to support process improvement. The many business process maturity models (BPMMs) are, however, frequently criticized for differing in quality, which creates a demand for comparing and evaluating these models. This paper describes a well-founded, ranked and weighted set of critical criteria for BPMMs that are most important to prospective users. The paper also demonstrates how this set can serve as a standard or guideline for designing BPMMs. The evaluation of the used sample of BPMMs against the set of criteria uncovers gaps and shortcomings of current BPMMs. This allows the identification of implications to raise the quality of BPMMs and highlights future research avenues.

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Section: Discussion About the Selection Criteria For Bpmmsmentioning

confidence: 99%

“…Referring to the March and Smith (1995) categorization of design artifacts, Mettler and Rohner (2009) and Donnellan and Helfert (2010) conclude that maturity models generally offer models (e.g. maturity levels), methods (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

Evaluating Business Process Maturity Models

Looy

Poels²,

Snoeck³

2017

JAIS

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“…and Ernst & Young. IVI researches and develops unifying frameworks and roadmaps to deliver IT-enabled innovation while validating that these frameworks/tools have a broad applicability across differing industries and contexts (see Curley & Kenneally, 2009;Curry, Guyon, Sheridan, & Donnellan, 2012;Donnellan & Helfert, 2010). Three of the authors have worked extensively with IVI industry partners to develop and validate the model we present here.…”

Section: Understanding Posture Is Key To Managing the It/businesmentioning

confidence: 92%

How IT and the Rest of the Business Can Innovate Together

Whelan¹,

Anderson²,

Hooff³

et al. 2015

CAIS

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With its increasing power and sophistication, IT plays a central role in accelerating the innovation process. As such, almost every industry today is spending billions of dollars in the race to unleash the potential of digital technologies. Yet, many companies are failing to harness their IT capabilities for innovation because of the poor relationship often existing between their IT division and other business units. To aid in overcoming this problem, we present the innovation and IT posture framework. The framework identifies the four different levels of posture IT divisions typically adopt in enterprises and the various stages of maturity in each posture. Our key message is that fertile ground for IT-driven innovation will only emerge when the IT posture aligns with what the rest of the enterprise expects. Based on our research and consulting work, we also offer five key lessons that will enable CIOs and innovation leaders to overcome these collaboration shortcomings and deliver real IT-driven innovations.

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“…The phased design approach in IVI leads to a step-wise refinement of artifacts, from ideas to actual appropriation by local practices. IT-CMF has also been appropriated by several of the industrial stakeholders, in some cases through researcher-practitioner collaboration based on action research, in some cases using other evaluation techniques appropriated at different implementation stages [29].…”

Section: The Meaning Of Artifacts-in-usementioning

confidence: 99%

Product Semantics in Design Research Practice

Sjöström

Donnellan

Helfert

2012

Shaping the Future of ICT Research. Methods and Approaches

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Track I: New Methods in Design Science ResearchInternational audienceThe concept of product semantics and its focus on meaning is used to interpret design research as design. It is argued that we may conceive of design research as design in two realms: The practical and the academic. In doing design research, there is a reciprocal shaping of artifacts: Better artifacts (contributions to practice) through appropriation of knowledge and methods from the academic realm, and better knowledge artifacts (contributions to academia) by drawing relevance and experiences of appropriation from the practical realm. We adopt a product semantics view to discuss research as design. Product semantics highlights the meaning of artifacts with respect to their (i) stakeholders, (ii) artifacts-in-use, (iii), artifacts-in-language, (iv) artifact lifecycle, and (v) ecology. Based on this interpretation, we propose activities that should characterize the practice of doing design research. Finally we provide an example of Design Research Practice in action

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The IT-CMF: A Practical Application of Design Science

Cited by 8 publications

References 12 publications

Evaluating Business Process Maturity Models

Evaluating Business Process Maturity Models

How IT and the Rest of the Business Can Innovate Together

Product Semantics in Design Research Practice

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