Change Management Maturity Model

  change management maturity model: Project Management Maturity Model J. Kent Crawford, 2006-07-24 Assisting organizations in improving their project management processes, the Project Management Maturity Model defines the industry standard for measuring project management maturity.Project Management Maturity Model, Second Edition provides a roadmap showing organizations how to move to higher levels of organizational behavior, improving
  change management maturity model: The Effective Change Manager The Change Management Institute, 2022-04-27 'The Effective Change Manager' is designed for change management practitioners, employers, authors, academics and anyone with an interest in the evolving professional discipline of change management. The first edition, 'The Change Management Body of Knowledge (CMBoK©)', drew on the experience of more than six hundred change management professionals in thirty countries. This second edition has grown that base to over 900 contributors and reviewers. 'The Effective Change Manager' describes the underpinning knowledge areas that change managers must know and understand to be effective in their change practice. It also describes the evolution of the change management practice as it starts to mature. The Change Management Institute operates as a global leader in strengthening, connecting and advancing the change management profession. It is committed to assisting members in developing Capability, Credibility and Connections in their pursuit of professional excellence. The Change Management Institute is an independent professional organization that is uniquely positioned to promote and advance the interests of Change Management.
  change management maturity model: Enterprise Change Management David Miller, Audra Proctor, 2016-04-03 One of the biggest challenges facing organizations today is the ability to deliver the necessary change to sustain competitive advantage and adapt to economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so is getting increasingly wide. Enterprise Change Management provides a practical roadmap for bridging this gap to help organizations build the sustainable capabilities to implement a portfolio of changes. Based on research on change performance from over 300 organizations and 400,000 data points over a 21-year period, Enterprise Change Management will help diagnose the root causes of the organizational change gap, manage demand for change and create the context for successful continuous change in the organization. This book introduces five core capabilities - adaptive leadership; executing single changes effectively; managing the demand for change; hiring resilient people and creating the context for successful change. Frameworks, processes and tools help readers assess change capabilities and then create a strategy to close the change gap and improve performance in their organization.
  change management maturity model: Organizational Project Management Maturity Model (OPM3) Project Management Institute, 2008 A second edition provides tools for organizations to measure their maturity against a comprehensive set of best practices, providing updated coverage of current PMI standards, guidelines for promoting smoother transitions and strategies for eliminating redundancy.
  change management maturity model: Project Management Maturity Model Dr. Ashutosh Karnatak, 2023-07-11 Projects have always been an exciting professional field due to the unique factor of novelty and variableness which has aptly led to the discipline of “Project Management”. From time immemorial, Projects have been undertaken, and human civilization has emerged with great creativity, precision, and finesse. The world’s wonders like the Eiffel Tower, Pyramids of Egypt, Taj Mahal & GT Road are some of the historical testimonies of Projects. But these projects were devoid of time & cost, which in the present context are the significant aspect of any project. High-performing organizations show a high level of alignment between Organizational Strategy and Projects. In the Indian context, around 50% of infrastructure projects have time and cost overruns. Most organizations are deaf to timely resolution of issues & contractual disputes, which lead to arbitration and legal suits, causing cash outflow. During his long project execution career, author coined the slogan “Constraint first, Progress Later”, with an understanding of the barriers on the way or mitigation of the anticipated risks to clear the projects path. The author with his vast experience of more than 40 years in Hydrocarbon & Renewable projects and expertise, developed a practical model based on “Krishna Consciousness”, i.e., Unconscious, Semi-Conscious, Conscious & Super-Conscious on project management practices to control the projects for their completion within time and cost.
  change management maturity model: Using the Project Management Maturity Model Harold Kerzner, 2011-11-29 Updated for today's businesses-a proven model FOR assessment and ongoing improvement Using the Project Management Maturity Model, Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project management into every part of their organizations. Conveniently organized into two sections, this Second Edition begins with an examination of strategic planning principles and the ways they relate to project management. In the second section, PMMM is introduced with in-depth coverage of the five different levels of development for achieving maturity. Easily adaptable benchmarking instruments for measuring an organization's progress along the maturity curve make this a practical guide for any type of company. Complete with an associated Web site packed with both teaching and learning tools, Using the Project Management Maturity Model, Second Edition helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.
  change management maturity model: Change Management During Unprecedented Times Tennin, Kyla Latrice, 2023-04-25 Conclusively, resilience, education, financial inclusion, digital transformation, strategic partnerships, and particularly change management are needed when crises occur in order to save and advance organizational ecosystems and economies. Therefore, it is crucial to know about the ideation and processes of change management to improve companies’ negative circumstances. Change Management During Unprecedented Times examines organizational change management through the lenses of research and innovative practices contained within the fields of leadership and organizational change. The book enlightens communities through the efforts of a research perspective that amplifies practice-based potential in applying theory, models, and frameworks to real-time issues. Covering topics such as technology, ethics, entrepreneurship, and communication, this reference work is ideal for business owners, managers, researchers, scholars, academicians, practitioners, instructors, and students.
  change management maturity model: Project Management Maturity Model, Third Edition J. Kent Crawford, 2014-10-29 Following in the tradition of its bestselling predecessors, Project Management Maturity Model, Third Edition provides a roadmap for improving project success and boosting organizational performance. This edition presents new and revised material based on the Project Management Institute’s (PMI’s) A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide). Chapters are based on the 10 knowledge areas specified in PMI’s standard. A cornerstone of the author’s organization, PM Solutions, has been the Project Management Maturity Model (PMMMSM). This book fully describes the model to provide you with a comprehensive tool to improve your organization’s project management practices. The book covers the areas critical to organizational improvement, including the project management office, management oversight, and professional development. After reading this book, you will understand how to: Determine the maturity of your organization’s project management processes and use that information to address business needs Map a logical path to organization-wide process improvement Set priorities for short-term process improvement Assess the need for a project management office Track progress against your project management improvement plan Build and sustain a culture of project management excellence The book provides you with a conceptual framework to optimize specific project management processes and boost the capabilities of your organization. It presents best practices for determining portfolio maturity, setting short-term priorities, improving portfolio management processes, and tracking progress. It also includes a checklist for assessing your organization’s project management maturity as well as an updated version of PM Solutions’ Project Portfolio Management Maturity Model.
  change management maturity model: Corporate Foresight René Rohrbeck, 2010-11-04 Have you ever wondered why even large companies fail when faced with changes in their environment? Would you be surprised to learn that the average life expectancy of a Fortune 500 company is below 50 years? This book presents findings from 19 case studies in multinational companies such as Siemens, Volkwagen, General Electric, Philips and Deutsche Telekom. René Rohrbeck proposes a Maturity Model to assess how prepared a company is to respond to external (disruptive) change. He uses data from 107 interviews with board members, corporate strategists, innovation managers, and corporate foresight professionals to present and discuss best practices. Using illustrations to show the complex interaction of corporate foresight with other units such as innovation and strategic management, René Rohrbeck provides the reader with rich insights on how to make an organization agile and reactive towards change. For scholars this book proposes multiple hypotheses and frameworks for future research.
  change management maturity model: Business Process Maturity Amy Van Looy, 2014-01-27 Organisations face many challenges, which induce them to perform better, and thus to establish mature (or excellent) business processes. As they now face globalisation, higher competitiveness, demanding customers, growing IT possibilities, compliancy rules etc., business process maturity models (BPMMs) have been introduced to help organisations gradually assess and improve their business processes (e.g. CMMI or OMG-BPMM). In fact, there are now so many BPMMs to choose from that organisations risk selecting one that does not fit their needs or one of substandard quality. This book presents a study that distinguishes process management from process orientation so as to arrive at a common understanding. It also includes a classification study to identify the capability areas and maturity types of 69 existing BPMMs, in order to strengthen the basis of available BPMMs. Lastly it presents a selection study to identify criteria for choosing one BPMM from the broad selection, which produced a free online selection tool, BPMM Smart-Selector.
  change management maturity model: Managing Change in Organizations Project Management Institute, 2013-08-01 Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.
  change management maturity model: The Project Risk Maturity Model Mr Martin Hopkinson, 2012-09-28 Top businesses recognise risk management as a core feature of their project management process and approach to the governance of projects. However, a mature risk management process is required in order to realise its benefits; one that takes into account the design and implementation of the process and the skills, experience and culture of the people who use it. To be mature in the way you manage risk you need an accepted framework to assess your risk management maturity, allowing you to benchmark against a recognised standard. A structured pathway for improvement is also needed, not just telling you where you are now, but describing the steps required to reach the next level. The Project Risk Maturity Model detailed here provides such an assessment framework and development pathway. It can be used to benchmark your project risk processes and support the introduction of effective in-house project risk management. Using this model, implementation and improvement of project risk management can be managed effectively to ensure that the expected benefits are achieved in a way that is appropriate to the needs of each organisation. Martin Hopkinson has developed The Project Risk Maturity Model into a robust framework, and this book allows you to access and apply his insights and experience. A key feature is a CD containing a working copy of the QinetiQ Project Risk Maturity Model (RMM). This will enable you to undertake maturity assessments for as many projects as you choose. The RMM has been proven over a period of 10 years, with at least 250 maturity assessments on projects and programmes with a total value exceeding £60 billion. A case study in the book demonstrates how it has been used to deliver significant and measurable benefits to the performance of major projects.
  change management maturity model: SOA Source Book The Open Group, 2020-06-11 Software services are established as a programming concept, but their impact on the overall architecture of enterprise IT and business operations is not well-understood. This has led to problems in deploying SOA, and some disillusionment. The SOA Source Book adds to this a collection of reference material for SOA. It is an invaluable resource for enterprise architects working with SOA.The SOA Source Book will help enterprise architects to use SOA effectively. It explains: What SOA is How to evaluate SOA features in business terms How to model SOA How to use The Open Group Architecture Framework (TOGAF ) for SOA SOA governance This book explains how TOGAF can help to make an Enterprise Architecture. Enterprise Architecture is an approach that can help management to understand this growing complexity.
  change management maturity model: Kanban Maturity Model David J. Anderson, Teodora Bozheva, 2018-03-26 The Kanban method is known for its six practices which enable companies to increase their agility in an evolutionary manner, without making drastic changes to organizational structures, and thus engaging and involving people in the transition initiative.This first edition of the book covers the new beta release of KMM. It describes a roadmap and concrete action steps that enable developing organizations fit for their purpose.
  change management maturity model: Stakeholder Relationship Management Lynda Bourne, 2016-04-01 In any activity an organisation undertakes, whether strategic, operational or tactical, the activity can only be successful with the input, commitment and support of its people - stakeholders. Gaining and maintaining the support and commitment of stakeholders requires a continuous process of engaging the right stakeholders at the right time and understanding and managing their expectations. Unfortunately, most organisations have difficulty implementing such culture change, and need assistance and guidance to implement a consistent process for identification and management of stakeholders and their changing expectations. As a continuous improvement process, stakeholder management requires understanding and support from everyone in the organisation from the CEO to the short-term contractor. This requires the concepts and practices of effective stakeholder management to become embedded in the culture of the organisation: 'how we do things around here', this book provides the 'road map' to help organisations achieve these objectives. The text has two specific purposes. Firstly, it is an 'how-to' book providing the fundamental processes and practices for improving stakeholder management in endeavours such as projects, and program management offices (PMO), it also gives guidance on organisational survival during mergers and acquisitions, preparing for the tender bidding, and marketing campaigns. Secondly, Lynda Bourne's book is for organisations that have recognised the importance of stakeholder engagement to their success, it is a guidebook for assessing their current maturity regarding implementation of stakeholder relationship management with a series of guidelines and milestones for achieving the preferred level of maturity.
  change management maturity model: Kanban Maturity Model David J. Anderson, Teodora Bozheva, 2020-09-20
  change management maturity model: Cultural Maturity: A Guidebook for the Future (with an Introduction to the Ideas of Creative Systems Theory) Charles M. Johnston MD, 2015-05-29 Cultural Maturity: A Guidebook for the Futureis the most detailed of three new future-related works by the author. It looks deeply at how the most important challenges ahead for the species will require not just better ideas, but new human capacities; in the end, an essential growing up as a species-a new Cultural Maturity. It is written for those inter- ested in acquiring the newly sophisticated leadership abilities that we will more and more need in all parts of our lives in times ahead. The concept of Cultural Maturity makes understandable how institutional structures and beliefs that in modern times have served us well can't be the ideals and end points that we have assumed them to be. It goes on to articulate a new guiding story for our time, one able to take us equally beyond denial, cynicism, and naïve wishful thinking. This book looks deeply at the changes the concept of Cultural Maturity describes-both how they make needed new capacities possible, and how we see their beginnings in many parts of our personal and collective lives. The concept of Cultural Maturity is based on the ideas of Creative Systems Theory, a comprehensive framework for understanding change, purpose, and interrelationship in human systems. Creative Systems Theory describes how Cultural Maturity's changes are as, or more, significant than those that brought us modern democratic governance 250 years ago. It also argues that if the concept of Cultural Maturity is not basically correct, it is hard to imagine a healthy and vital human future. In addition to introducing the concept of Cultural Maturity, Cultural Maturity: A Guidebook for the Future presents important related ideas from Creative Systems Theory. Creative Systems Theory represents an example of culturally mature conception and offers a rich array of conceptual tools able to guide us in making the future's increasingly complex choices.
  change management maturity model: Change Management , 2009
  change management maturity model: A Blueprint for Implementing Best Practice Procedures in a Digital Forensic Laboratory David Lilburn Watson, Andrew Jones, 2023-11-09 Digital Forensic Processing and Procedures: Meeting the Requirements of ISO 17020, ISO 17025, ISO 27001 and Best Practice Requirements, Second Edition provides a one-stop shop for a set of procedures that meet international best practices and standards for handling digital evidence during its complete lifecycle. The book includes procedures, forms and software, providing anyone who handles digital evidence with a guide to proper procedures throughout chain of custody--from incident response straight through to analysis in the lab. This book addresses the whole lifecycle of digital evidence. - Provides a step-by-step guide on designing, building and using a digital forensic lab - Addresses all recent developments in the field - Includes international standards and best practices
  change management maturity model: Managing Organizational Change Helen Campbell, 2014-05-03 A critical area of competitive advantage is the ability of organizations to lead rather than follow changes in the market. This means having the ability to roll out the right changes quickly and reliably in a way that delivers a return on investment. Managing Organizational Change brings together all the different roles and functions within an organization that a leader has to manage effectively to ensure successful and sustainable organizational change. Centred around the Cycle of Change Model, it provides a practical yet reflective overview of the four things you have to have (culture, capacity, commitment and capability) and the six things you have to do (direct, drive, deliver, prepare, propagate and profit). It explains which type of resources you need in order to achieve long term change, which tasks, roles and activities need to be in place and crucially, how to lead during a time of great unease. Managing Organizational Change will help you deliver better outcomes, reflect on what your organization needs to do better and ensure change is embedded throughout your organization. Online supporting resources for this book include downloadable appendices to supplement several chapters.
  change management maturity model: Developing Organizational Maturity for Effective Project Management Silvius, Gilbert, Karayaz, Gamze, 2018-03-09 Despite criticism for their serious shortcomings, maturity models are widely used within organizations. The appropriate applications of these models can lead to organizational and corporate success. Developing Organizational Maturity for Effective Project Management is a critical scholarly publication that explores the successes and failures of maturity models and how they can be applied competently to leadership within corporations. Featuring coverage on a wide array of topics such as project management maturity, agile maturity, and organizational performance, this publication is geared toward professionals, managers, and students seeking current research on the application of maturity models to corporate success.
  change management maturity model: Construction Digitalisation Douglas Aghimien, Clinton Aigbavboa, Ayodeji Oke, Wellington Thwala, 2021-07-25 This book explores construction digitalisation, particularly in developing countries. The book conceptualises a digitalisation capability maturity model that will enable construction organisations to self-assess and benchmark their digital capabilities in their quest for digital transformation. Digitalisation offers a significant solution to the age-long problems of the construction industry. Research shows that when construction organisations transform from a traditional service delivery approach to a more digitalised approach, significant improvement in project delivery and better competitive advantage for these organisations will be attained. The attainment of these benefits is evident in developed countries where the digitalisation of construction activities continues apace. Unfortunately, the story is not the same for construction organisations in developing economies. While some organisations might be willing to be digitally transformed, most have no clue how to go about it. To this end, this book provides guidelines for construction organisations seeking to transform their entities digitally. Its content is a valuable read for construction company owners as it provides a model which they can use in the digitalisation of their activities. Also, regulatory bodies in the construction industry can adopt the capabilities identified in the book as essential prerequisites for their members. Furthermore, the book serves as excellent theoretical background reading for management researchers seeking to expand their knowledge on the digitalisation of the construction industry and other associated industries.
  change management maturity model: Strategic Planning for Project Management Using a Project Management Maturity Model Harold Kerzner, 2002-03-14 It has often been said that 'to improve, one must be prepared to measure the improvement' and 'one must inspect what one expects.' The Kerzner Project Management Maturity Model has provided this tangible measure of maturity. The rest is up to a company to set the expectations and to inspect the results.--Bill Marshall, Nortel Global Project Process Standards (from the Foreword) Strategic planning for project management-a proven model for assessment and continuous improvement Harold Kerzner's landmark Project Management has long been the reference of choice for outstanding coverage of the basic principles and concepts of project management. Now, with the Project Management Maturity Model (PMMM) detailed in this new book, Kerzner has developed a unique, industry-validated tool for helping companies assess their progress in integrating project management throughout their organization. Strategic Planning for Project Management Using a Project Management Maturity Model begins by examining the principles of strategic planning and how they relate to project management. The second part of the book introduces the PMMM, detailing the five different levels of development for achieving maturity, along with benchmarking instruments for measuring an organization's progress along the maturity curve. These assessment tools can easily be customized to suit individual companies-a particularly valuable feature of the model. Offering vital guidance for making project management a strategic tool for competitive advantage, this book helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.
  change management maturity model: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.
  change management maturity model: New Perspectives on Information Systems Modeling and Design Rosado da Cruz, António Miguel, Ferreira da Cruz, Maria Estrela, 2018-11-09 Information modeling plays an important role in every level of the enterprise information system’s architecture. Modeling allows organizations to adapt and become more efficient, helping top managers and engineers outline tactics to reach strategic objectives, understand organizational needs, and design information systems that are aligned with business goals. New Perspectives on Information Systems Modeling and Design is an essential reference source that discusses organizational adaptation through the integration of new information technologies into existing processes and underlying supporting applications. Featuring research on topics such as application integration, change management, and mobile process activities, this book is ideally designed for managers, researchers, system developers, entrepreneurs, graduate-level students, business professionals, information system engineers, and academicians seeking coverage on emerging technological developments and practical solutions for system modeling and design.
  change management maturity model: Lean Six Sigma in Higher Education Institutions Stephen G. Anthony, Jiju Antony, 2022-07-12 Lean Six Sigma in Higher Education Institutions: The Need to Change is a research-led study designed for leaders within Higher Educational institutions, presenting a Lean Six Sigma Maturity Model (LSS) which can be used to assess the current level of LSS maturity of any university setting.
  change management maturity model: The Capability Maturity Model Mark C. Paulk, 1995 Principal Contributors and Editors: Mark C. Paulk, Charles V. Weber, Bill Curtis, Mary Beth Chrissis In every sense, the CMM represents the best thinking in the field today... this book is targeted at anyone involved in improving the software process, including members of assessment or evaluation teams, members of software engineering process groups, software managers, and software practitioners... From the Foreword by Watts Humphrey The Capability Maturity Model for Software (CMM) is a framework that demonstrates the key elements of an effective software process. The CMM describes an evolutionary improvement path for software development from an ad hoc, immature process to a mature, disciplined process, in a path laid out in five levels. When using the CMM, software professionals in government and industry can develop and improve their ability to identify, adopt, and use sound management and technical practices for delivering quality software on schedule and at a reasonable cost. This book provides a description and technical overview of the CMM, along with guidelines for improving software process management overall. It is a sequel to Watts Humphrey's important work, Managing the Software Process, in that it structures the maturity framework presented in that book more formally. Features: Compares the CMM with ISO 9001 Provides an overview of ISO's SPICE project, which is developing international standards for software process improvement and capability determination Presents a case study of IBM Houston's Space Shuttle project, which is frequently referred to as being at Level 5 0201546647B04062001
  change management maturity model: Product Lifecycle Management for Society Alain Bernard, Louis Rivest, Debasish Dutta, 2013-11-09 This book constitutes the refereed proceedings of the 10th IFIP WG 5.1 International Conference on Product Lifecycle Management, PLM 2013, held in Nantes, France, in July 2013. The 63 full papers presented together with 2 keynote talks were carefully reviewed and selected from 91 submissions. They are organized in the following topical sections: PLM for sustainability, traceability and performance; PLM infrastructure and implementation processes; capture and reuse of product and process information; PLM and knowledge management; enterprise system integration; PLM and influence of/from social networks; PLM maturity and improvement concepts; PLM and collaborative product development; PLM virtual and simulation environments; and building information modeling.
  change management maturity model: Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work Management Association, Information Resources, 2020-10-30 As the use of remote work has recently skyrocketed, digital transformation within the workplace has gone under a microscope, and it has become abundantly clear that the incorporation of new technologies in the workplace is the future of business. These technologies keep businesses up to date with their capabilities to perform remote work and make processes more efficient and effective than ever before. In understanding digital transformation in the workplace there needs to be advanced research on technology, organizational change, and the impacts of remote work on the business, the employees, and day-to-day work practices. This advancement to a digital work culture and remote work is rapidly undergoing major advancements, and research is needed to keep up with both the positives and negatives to this transformation. The Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work contains hand-selected, previously published research that explores the impacts of remote work on business workplaces while also focusing on digital transformation for improving the efficiency of work. While highlighting work technologies, digital practices, business management, organizational change, and the effects of remote work on employees, this book is an all-encompassing research work intended for managers, business owners, IT specialists, executives, practitioners, stakeholders, researchers, academicians, and students interested in how digital transformation and remote work is affecting workplaces.
  change management maturity model: Managing Business Transformation Melanie Franklin, 2011-10-04 Understand change - how to define clear goals and quantify the benefits. Plan and prepare for change - how to create a change plan, communicate it and manage the impact of change. Implement change - how to build an effective change team and obtain the buy-in of your staff. Embed the change - how to return to the new 'business as usual'.
  change management maturity model: Big Data Research for Social Sciences and Social Impact Miltiadis D. Lytras, Anna Visvizi, Kwok Tai Chui, 2020-03-19 A new era of innovation is enabled by the integration of social sciences and information systems research. In this context, the adoption of Big Data and analytics technology brings new insight to the social sciences. It also delivers new, flexible responses to crucial social problems and challenges. We are proud to deliver this edited volume on the social impact of big data research. It is one of the first initiatives worldwide analyzing of the impact of this kind of research on individuals and social issues. The organization of the relevant debate is arranged around three pillars: Section A: Big Data Research for Social Impact: • Big Data and Their Social Impact; • (Smart) Citizens from Data Providers to Decision-Makers; • Towards Sustainable Development of Online Communities; • Sentiment from Online Social Networks; • Big Data for Innovation. Section B. Techniques and Methods for Big Data driven research for Social Sciences and Social Impact: • Opinion Mining on Social Media; • Sentiment Analysis of User Preferences; • Sustainable Urban Communities; • Gender Based Check-In Behavior by Using Social Media Big Data; • Web Data-Mining Techniques; • Semantic Network Analysis of Legacy News Media Perception. Section C. Big Data Research Strategies: • Skill Needs for Early Career Researchers—A Text Mining Approach; • Pattern Recognition through Bibliometric Analysis; • Assessing an Organization’s Readiness to Adopt Big Data; • Machine Learning for Predicting Performance; • Analyzing Online Reviews Using Text Mining; • Context–Problem Network and Quantitative Method of Patent Analysis. Complementary social and technological factors including: • Big Social Networks on Sustainable Economic Development; Business Intelligence.
  change management maturity model: Non-Invasive Data Governance Robert S. Seiner, 2014-09-01 Data-governance programs focus on authority and accountability for the management of data as a valued organizational asset. Data Governance should not be about command-and-control, yet at times could become invasive or threatening to the work, people and culture of an organization. Non-Invasive Data Governance™ focuses on formalizing existing accountability for the management of data and improving formal communications, protection, and quality efforts through effective stewarding of data resources. Non-Invasive Data Governance will provide you with a complete set of tools to help you deliver a successful data governance program. Learn how: • Steward responsibilities can be identified and recognized, formalized, and engaged according to their existing responsibility rather than being assigned or handed to people as more work. • Governance of information can be applied to existing policies, standard operating procedures, practices, and methodologies, rather than being introduced or emphasized as new processes or methods. • Governance of information can support all data integration, risk management, business intelligence and master data management activities rather than imposing inconsistent rigor to these initiatives. • A practical and non-threatening approach can be applied to governing information and promoting stewardship of data as a cross-organization asset. • Best practices and key concepts of this non-threatening approach can be communicated effectively to leverage strengths and address opportunities to improve.
  change management maturity model: Rethinking IT in Construction and Engineering Mustafa Alshawi, 2007-10-04 How could the potential of IT be realised to improve business performance in architecture, construction and engineering organisations? How could organisations unleash the potential of IT to achieve a sustainable competitive advantage? How can organisations migrate from technology to IT-enabled business thinking? Based on the author's twenty years research experience, this book provides a holistic picture of the factors that enable architecture, construction and engineering organisations to explore the potential of IT to improve their businesses and achieve a sustainable competitive advantage. It raises awareness of the importance of the organisational 'soft issues' and the role they play in influencing the outcome of IT investments as well as addressing other complementary enablers, such as knowledge management, learning organisations, maturity models and e-readiness measurements. Real case studies are used throughout the book to illustrate various concepts and to provide the reader with a realistic and practical picture. Rethinking IT in Construction & Engineering is ideal for lecturers and researchers in architecture, construction and engineering as well as professionals at managerial level in industry.
  change management maturity model: Information Systems and Technology for Organizational Agility, Intelligence, and Resilience Rahman, Hakikur, 2014-04-30 Knowledge of scientific and technological developments, and the flexible communication and decision making, knowledge sharing, and collaboration that stem from them, can enable organizations and individuals to be successful and viable competitors in today’s global economy. Information Systems and Technology for Organizational Agility, Intelligence, and Resilience aims to advise and support organizational agents who want ensure success in terms of financial, social, and environmental aspects, as well as in the aspect of human development, in a more sustainable way. The premier reference work provides examples of conceptual research, methodologies, empirical cases, and success cases for academics, researchers, intermediaries, and organizations looking to use information systems and technology to boost their agility, intelligence, and resilience.
  change management maturity model: Strive Kiran Chitta, 2018-09-04 Are you currently helping organisations to navigate digital transformation and disruption? Are you leading your organisation towards a digital future, in an intensely competitive, uncertain market? Strive is a book written by an experienced business psychologist with over twenty years of experience, primarily for consultants, coaches, trainers and human resource management professionals. The book will also resonate with leaders in business who appreciate rigour, academic grounding and authenticity over hype. Dr Kiran Chitta reviews much of the existing literature on organisational and leadership agility. In addition he shares a profoundly personal perspective, anchored in his life and work. His case material is reflective and authentic. It will resonate with those who are looking for inspiration, honesty and actionable principles derived from real work. The book provides a compelling and usable model for agility which is explored in depth. Covering the most recent academic literature, the book points the way to the agile future of work in a digital era.
  change management maturity model: Project Risk Governance Dieter Fink, 2016-04-15 In Project Risk Governance, Dieter Fink breaks new ground in two ways. Firstly, he places project risk management in the context of today’s organisations in which objectives are increasingly implemented through projects to better respond to fast-changing markets. Secondly, he applies a governance perspective to examine project risk at the project and corporate levels, an approach which is significantly under-researched and for which theoretical knowledge and professional practice are at an early stage of maturity. Project risk governance falls between corporate governance and project governance and is attracting increasing attention. The author argues that there are two reasons for this. The first is the ’projectisation’ of organisations, in particular within organisations conforming to the Project-Based Organisation (PBO) model. The second is the prevalence of a strategic approach to managing risk for the purposes of protecting organisational values and creating competitive advantage. The book addresses governance, strategy, value management and building enterprise-wide Project Risk Governance (PRG) capabilities. Chapters examine the role of projects in organisations and the need to integrate project and business strategy within the framework of the Project-Based Organisation. PRG is introduced via its links with corporate and project governance and its scope is covered in chapters that identify relevant processes, structures and relationship mechanisms. Contextual influences such as the professionalisation of project management are recognised and insights provided to increase readers’ understanding of uncertainty, risk events, and probabilities and of the essential requirements of managing risks at project level. The final chapter provides a roadmap to the stages and dimensions of a PRG maturity model.
  change management maturity model: CMMI for Acquisition Brian Gallagher, Mike Phillips, Karen Richter, Sandra Shrum, 2011-03-04 CMMI® for Acquisition (CMMI-ACQ) describes best practices for the successful acquisition of products and services. Providing a practical framework for improving acquisition processes, CMMI-ACQ addresses the growing trend in business and government for organizations to purchase or outsource required products and services as an alternative to in-house development or resource allocation. Changes in CMMI-ACQ Version 1.3 include improvements to high maturity process areas, improvements to the model architecture to simplify use of multiple models, and added guidance about using preferred suppliers. CMMI® for Acquisition, Second Edition, is the definitive reference for CMMI-ACQ Version 1.3. In addition to the entire revised CMMI-ACQ model, the book includes updated tips, hints, cross-references, and other author notes to help you understand, apply, and quickly find information about the content of the acquisition process areas. The book now includes more than a dozen contributed essays to help guide the adoption and use of CMMI-ACQ in industry and government. Whether you are new to CMMI models or are already familiar with one or more of them, you will find this book an essential resource for managing your acquisition processes and improving your overall performance. The book is divided into three parts. Part One introduces CMMI-ACQ in the broad context of CMMI models, including essential concepts and useful background. It then describes and shows the relationships among all the components of the CMMI-ACQ process areas, and explains paths to the adoption and use of the model for process improvement and benchmarking. Several original essays share insights and real experiences with CMMI-ACQ in both industry and government environments. Part Two first describes generic goals and generic practices, and then details the twenty-two CMMI-ACQ process areas, including specific goals, specific practices, and examples. These process areas are organized alphabetically and are tabbed by process area acronym to facilitate quick reference. Part Three provides several useful resources, including sources of further information about CMMI and CMMI-ACQ, acronym definitions, a glossary of terms, and an index.
  change management maturity model: Change Management Jeffrey M. Hiatt, Timothy J. Creasey, 2003 Change management is the missing piece that takes good ideas and turns them into business success. This book is not only a solid introduction to the discipline of change management, but is the primer to catalyze change leadership and competency in your organization. The responsibility for creating competencies to manage and lead change does not rest solely with HR, but lies within all management, right to the seat of the CEO. This book is a practical look at what it means to manage the people side of change
  change management maturity model: Diverse Applications and Transferability of Maturity Models Katuu, Shadrack, 2018-10-19 Previously, professionals had to make judgment calls based on subjective criteria, including their own acumen, in their decision making. In order to combat this subjectivity, maturity models can be implemented to allow organizations a means of assessing everyday processes and to offer a path towards advancement using transparent objective criteria. Diverse Applications and Transferability of Maturity Models is a pivotal reference source that provides vital research on the application of maturity models in organizational development in a variety of work environments. While highlighting topics such as open government, archives and records management, enterprise content management, and digital economy, this publication explores methods to help organizations effectively implement plans in any given management system. This book is ideally designed for professionals and researchers seeking current research on a variety of social science and applied science fields including business studies, computer science, digital preservation, information governance, information science, information systems, public administration, records management, and project management.
  change management maturity model: Architecture and Patterns for IT Service Management, Resource Planning, and Governance Charles T. Betz, 2011-09-23 IT in a World of Continuous Improvement -- Architecture Approach -- Patterns for the IT Processes -- Patterns for the IT Lifecycles -- APPENDIX A: Extended Definitions for the IT Architectural -- APPENDIX B: Fundamentals of Computing for the Business -- APPENDIX C: Production and Services -- REFERENCES -- INDEX.
FIVE LEVELS OF CHANGE MANAGEMENT MATURITY
Prosci’s Change Management Maturity Model, based on benchmarking research, describes the varying levels of change management capability across organizations. The maturity model has …

CMMI Model Quick Reference Guide - processgroup.com
CMMI Model: What Is It? The Capability Maturity Model Integration (CMMI) is a proven set of global best practices that drives business performance through building and benchmarking key …

Best Practices for Management of Change and Maturity …
How to Gauge a Site’s MOC Maturity? Identify the elements of an effective MOC program. Use policies/procedures, change management tools and systems, personnel competencies, risk …

Organizational Readiness and change Management in the …
Change Management Maturity model (CMMM) A Change Management Maturity Model (CMMM) helps organization to analyze, understand, and visualize the strength and weakness of the …

How to build effective change management capabilities
Change Management Maturity Model overview Changefirst has developed a four stage process you can use to assess your organisation’s change management maturity.

Change Maturity Assessment - cdn2.assets-servd.host
MATURITY MODEL A change management maturity model that shifts the focus from linear to circular. Change is constant. At Propeller, we view successful change adoption as a result of …

A CHANGE MANAGEMENT MATURITY MODEL FOR …
Ibbis et al. (2001) developed a systematic approach to manage project change founded on five principles: 1. promote a balanced change culture; 2. recognise change; 3. evaluate change; 4. …

Change Management Maturity Model - old.icapgen.org
Change Management Maturity Model: Developing Organizational Maturity for Effective Project Management Silvius, Gilbert,Karayaz, Gamze,2018-03-09 Despite criticism for their serious …

Organisational Change Portfolio Management
change maturity pathway if its focus is broader than project delivery only. Project Change and Business Readiness Context Our change management competency models clearly articulate …

The effective change manager
The Organizational Change Management Maturity Model (issued in 2012) outlines what a mature organization does. Information about both models can be downloaded from:

Simple Guide to Change Management Models - Change …
The LaMarsh Managed Change™ model is a 4 stage linear methodology to implementing organizational changes. LaMarsh phases 1. Identif y the Change 2. Plan and Prepare the …

Change Management Maturity Model - Universitas Surabaya …
Salah satu model untuk mengelola perubahan adalah Change Management Maturity Model yang menggambarkan berbagai level kemampuan perusahaan dalam mengelola perubahan rnelalui …

Change Manager Competency Models (PREVIEW …
This document provides a preview of the CMI Change Manager Competency Models. It includes the introduction, the list of competencies areas and the full content for the Facilitating Change …

FIVE LEVELS OF CHANGE MANAGEMENT MATURITY
Prosci’s Change Management Maturity Model, based on benchmarking research, describes the varying levels of change management capability across organizations. The maturity model has …

How Mature Is Your KM Program? - APQC
Change Management Engaging employees in KM often involves a full-scale change management effort. Less mature programs start by assessing cultural readiness for KM, identifying potential …

Models to Improve the Management of Projects - APM
PRINCE2TM Maturity Model (P2MM©) How is it used? P2MM© can be used in one of two ways: As a stand-alone maturity model albeit with only three maturity levels, see figure 1; As a …

STRATEGIES FOR INCREASING CHANGE MATURITY …
change management function for success 2.How to overcome organizational barriers to achieve success 3. How to drive change maturity by organizing and applying enablers of change

Change Management Maturity Model (PDF) - old.icapgen.org
Change Management Maturity Model: Project Management Maturity Model J. Kent Crawford,2006-07-24 Assisting organizations in improving their project management …

State of the Art of maturity models and change management …
focus on maturity model to assess issues related with delivery and management of services. - Overview of the change management approaches, showing a large range of possible …

FIVE LEVELS OF CHANGE MANAGEMENT MATURITY
Prosci’s Change Management Maturity Model, based on benchmarking research, describes the varying levels of change management capability …

CMMI Model Quick Reference Guide - processg…
CMMI Model: What Is It? The Capability Maturity Model Integration (CMMI) is a proven set of global best practices that drives business performance …

Best Practices for Management of Change a…
How to Gauge a Site’s MOC Maturity? Identify the elements of an effective MOC program. Use policies/procedures, change …

Organizational Readiness and change Management i…
Change Management Maturity model (CMMM) A Change Management Maturity Model (CMMM) helps organization to analyze, understand, …

How to build effective change management capa…
Change Management Maturity Model overview Changefirst has developed a four stage process you can use to assess your organisation’s change …