Knowledge management and e-learning both attempt to support learning and knowledge transfer in organizations. However, they aim at knowledge of different degrees of maturity. Central hypothesis of this paper is that the approaches can be integrated on the basis of a process that explicitly aims at designing the transitions of knowledge along varying degrees of maturity. The knowledge maturing p...

Extreme Programming (XP) and the Capability Maturity Model (CMM) are two recently emerging models addressing the difficulty of developing and delivering high-quality software products. The CMM introduces 5 levels of maturity and gives guidelines for what to do at an organizational level, while XP gives explicit guidelines for how to develop software at a project level. Together these models for...

INTRODUCTION: Human resource development is defined as the production of thoughts and ideas by employees organization. In this regard, should be equipped with qualifications skills that compassion allocate their ability, energy, expertise, thought to fulfill missions organization create new intellectual quality values. This study aimed identify relationship organizational participation maturity...

Companies have more and more trends to automate their operational and organizational activities, therefore the investment of information technology (IT) continues to increase every year. However, good governance that can ensure the alignment of IT and business strategy and realized benefits from IT investments has not always followed this increase. Measurement of IT governance is then required ...

Software Process Improvement efforts rely heavily on the use of software capability maturity models. These models are used to identify problems in an organization’s software processes and point to, and prioritize, necessary improvements. Using models for this purpose will, however, automatically turn our attention to certain problems and issues and ignore others. In this paper we argue that the...

In this paper, we present a process for linking organizational training efforts with defects causal analysis in software development organizations. The process is being implemented in a CMMI maturity level 3 organization. Since causal analysis is not an expected process area at maturity level three, key success factors for the implementation of the process are identified and analyzed. The concl...

This paper presents the cognizant enterprise maturity model (CEMM). The model provides tripartite usage of calibration, capability assessment, and maturity advancement. The entry point is an organizational and departmental profiler that provides relevance measures based on fuzzy multicriteria group decision-making (FMCGDM) capabilities to key maturity areas (KMAs) identified for the five-level ...

Procurement is increasingly important for organizations acting in dynamic and competitive markets. In practice however, companies struggle with adopting and implementing improvements in the procurement domain. Complexity hampers the achievement of a solid procurement approach that truly integrates all organizational aspects and levels. The central aim of this working paper is to develop a frame...

In this era of global competitiveness, countries are encouraged to provide services through Information and Communication Technologies (ICT) in order to provide better services to their citizens. Government agencies have to promote citizens‟ empowerment, improve service delivery, strengthen accountability, increase transparency, thereby improve governance efficiency. Many countries have been pr...

This document describes our current work on developing a holistic approach for the improvement of knowledge management in an organization. The described methodology does not focus on a specific area but considers all layers of an organization, the organizational, the process and the technology layer. The approach to be developed will consist of two main components: a KM Measures Repository and ...