An increasing number of contemporary organizations are coming to realize the importance of Information Quality (IQ) to effective decision making. However, assessing and enhancing the quality of information can still be a daunting task. Consequently, we propose a TDQM based Capability Maturity Model (CMM) for Information Quality Management (IQM). It is believed that the maturity model may assist...

Knowledge reuse has long been an issue for organisations. The management, reuse and transfer of knowledge can improve project management capabilities (i.e., learning, memory, cycle time) resulting in continuous learning. Although knowledge management has been recognised as a critical success factor in programme management very little research has been conducted to date (Lycett, Rassau, & Danson...

1 An Assessment for IT Project Maturity Levels; Bersam Bolat, Management Engineering Department, Istanbul Technical University, Istanbul, Turkey Aslı Kuşdemir, Management Engineering Department, Istanbul Technical University, Istanbul, Turkey İpek Ceren Uslu, Management Engineering Department, Istanbul Technical University, Istanbul, Turkey Gül Tekin Temur, Faculty of Engineering and Architectu...

The New South Wales club gaming industry has existed for forty years since the introduction of slot machines in 1956 and has witnessed the impact of changing legal, competitive, social, economic, and technological factors on its competitiveness. Using Michael Porter's framework of competitive forces (1980), this paper analyzes the industry's life cycle in terms of entry barriers, industry rival...

Knowledge is a valuable corporate asset and must be properly managed. No generally accepted methodology exists for assessing the maturity of an organization with respect to the management of its knowledge resources. This paper develops and tests an instrument that organizations can use to self-assess their knowledge management maturity (KMM). Five levels of maturity are defined. These levels ar...

Knowledge is considered as a strategic resource in the current economic age. Strategies, practices and tools for enhancing Knowledge Management (KM) became one important issue for organizations. Despite the demonstrated role of communities in sharing, capturing and creating knowledge, the literature is still missing instruments for assessing their maturity. Even if several knowledge-oriented ma...

Strategic alignment focuses on the activities that management performs to achieve cohesive goals across the IT (Information Technology) and other functional organizations (e.g., finance, marketing, H/R, manufacturing). Therefore, alignment addresses both how IT is in harmony with the business, and how the business should, or could be in harmony with IT. Alignment evolves into a relationship whe...

The Knowledge Maturity Model is a first approach to evaluate the state of the art within a company in the KM domain, taking in account all the multiple aspects of a KM strategy. The KMM proposed here has been elaborated from previous works by Thomson CSF and Microsoft, by the French Knowledge Management Club (“Club Gestion des Connaissances”), composed of several companies involved in KM in the...

Product lifecycle management (PLM) adoption includes very extensive changes in intraand inter-organizational practices and requires new types of skills and capabilities. A controlled PLM implementation can therefore be very challenging in practice. PLM maturity models, often at least partly based on the thinking of CMM (Capability maturity modeling) can be used to make the implementation of PLM...