Maturity Model

This paper presents a Business Process Maturity Model (BPMM) for measuring and improving business process competence. The BPMM comprises maturity levels that are associated with the scope of influence of process areas, the capability of monitoring and controlling processes and the influence on process improvement It is based on the principle that any business process essentially consists of activities belonging to four categories; Input, Mechanism, Control, and Output. While constructing our BPMM, we aligned it with the terms, maturity levels, and some elements of Key Process Areas (KPAs) of CMM/CMMI, IS12207, and IS15288. We incorporated the results of the existing researches on Process Maturity Model (PMM) and Process Management Maturity Model (PMMM) and conducted a survey on a group of companies that are actively pursuing Business Process Management (BPM).

In this paper some preliminary guidelines are defined to assess the adherence of agile methods to the MR-MPS model by means of established metrics, taking into consideration the intrinsic characteristics of each one. As a case study, an analysis of the adherence of three agile methods (XP, Scrum and OpenUP) according to G and F levels of the MR-MPS was

Information Technology (IT) Governance and IT Service and Processes Management (ITSM) are one of the priorities in organizations. Although many organizations are aware of the importance of using well-defined quality IT processes, they face the problem of how to use and improve them in practice. One of the final objectives of any ITSM policy must be to guarantee an adequate IT quality. In this sense, the use of action frameworks as Information Technology Infrastructure Library (ITIL) is essential. However, several quality models and maturity models have been developed, but they are not focused on how to measure the IT quality. As they do not include the appropriate mechanisms, it is necessary to complement them with other quality frameworks, e.g. European Foundation for Quality Management (EFQM). This paper proposes a maturity model for IT quality improvement based mainly on ITIL and EFQM.

Under the pressure of the economic crisis, organizations are anxiously searching for competitive advantage. Project management has long been advocated as a feasible way to achieve sustainable business results. Corporations are implementing project management throughout their processes, reporting lower risks, better results, and higher achievements. Is project management also fit to medium-sized companies? How could the medium-sized companies benefit from using project management as a business strategy? This paper aims at providing pertinent and well-documented answers to these questions. Our goal is two-fold: on the one hand, we propose a model for assessing the project management maturity (PMM) of medium-sized companies, and, on the other hand, we use this model as a means to formulate recommendations for effectively implementing project management within these organizations. Our research consists in a quantitative analysis performed on a nationally representative sample of 368 medium-sized enterprises.

Nowadays growing threat and security risks in information and communication technology and also increasing use of information and communication technologies are two main decision makers for organizations, service providers and the general public. Resource limitation and the lack of expert in cyber security have made lots of major challenge for different service providers in dealing with and managing security threats. In many developing countries, this problem has been solved using Managed Security Service Providers. Managed Security Services are network-based security services that are outsourced by a trusted third party. The diversity of Managed Security Service Providers affects the effectiveness and efficiency of decision making in this area. Therefore, in order to outsource the security services, the assessment of these organizations is inevitable. This assessment can be done by various mechanisms. One of the acceptable strategies in the security is the maturity model. Maturity models are step-by-step solutions to grow organizational capabilities Along with a predicted, desirable, and logical path. In fact, maturity models provide standard way to assess process maturity along with business process improvement. Until now, no maturity model has been developed to assess the Managed Security Service Providers. Therefore, in this paper, we have proposed a novel model to external evaluation of the Managed Security Service Providers based on maturity model. The evaluation of the proposed maturity model is based on multiple case studies. We have optimized our proposed model by using these case studies in three different MSSPs.

The purpose of this paper is to present a hierarchy of progressive IT maturity using Maslow's Hierarchy of Needs as a metaphor for articulating the increasing value that can be derived by the application of Information Technology within competitive organizations. The authors refer to this maturity model as the IT Value Hierarchy. Each level of the IT Value Hierarchy is described using examples and comparisons to Maslow's Hierarchy. The model can be used by IT executives as a framework for better explaining and discussing the value of increasingly sophisticated Information Technology use within the enterprise.

Lean practices have been applied by a diverse number of companies in manufacturing during the last decade. Nevertheless, the satisfactory and ongoing trajectory towards an effective application of Lean principles in the New Product Development Process (NPD) is currently under study as it is rather new in industry and the companies still face different challenges to successfully implement them. As a consequence, a novel Maturity Model and assessment tool called SMART has been developed as part of a Lean Transformation Toolkit (Lean T2) within the LeanPPD project funded by the European Commission (NMP-2008-214090). This Maturity Model and assessment tool has three main goals: 1) to enable companies to understand which are the main lean practices that are required to achieve a lean product development process and the four perspectives into which these practices are grouped 2) assess which are the companies' current and desired maturity levels in order to develop an action plan for continuous improvement and 3) obtain in a simple and automatic way the results of the assessment highlighting the main opportunity areas. This tool is also meant to follow the company during the Lean Product and Process roadmap, providing the firm the maturity level in each milestone. Therefore, the objective of this paper is twofold, 1) to provide first insights of the successful validation of the SMART Assessment tool in five companies in Spain and 2) to summarize the results of an exploratory study which evidences difficulties and best practices in regards to the implementation of lean practices in product development.

There is very little literature supporting software product managers in their work, even though they play a crucial role within software product management organizations. There are large solutions for the improvement of software product management practices, but these are not applicable to most small and medium sized organizations. This research-in-progress paper presents a general incremental assessment method that takes the organization’s situational context into account: the Situational Assessment Method (SAM). We applied this scientific method to the field of software product management to solve the aforementioned problem. Our method presents organizations with an assessment of their current maturity level, and suggests steps to incrementally improve their processes. SAM is a focus area oriented instrument with a different set of capabilities for each area. The context of an organization is taken into account by examining various situational factors that describe the context of the organization, and the organization itself. This context is then used to determine which capabilities apply to the organization being assessed. A situation specific advice indicating how software product management practices can be improved upon is then created based on a gap analysis of the currently implemented capabilities, and the capabilities that should be implemented.

Throughout the Federal Government, including the Department of Defense (DoD), there is a pervasive need to have current, reliable, and trusted data from what are termed Authoritative Data Sources (ADSs). This requirement has grown increasingly important as the military transforms. The transformation requires individual organizations, each using an array of independently developed stovepipe systems, to function on the battlefield with other weapons systems, services, and friendly nations, sharing communications networks and data. To ensure the accuracy of the data being provided by ADSs, new methodologies and metrics must be initiated. This paper proposes adoption of an Authoritative Data Source (ADS) Framework to analyze and adjudicate information quality issues prior to publishing data for consumer use and an ADS Maturity Model to rate data providers.

SUMMARY The usability maturity of two organisations was assessed using the model in ISO TR 18529 to identify the need for usability process improvement. The results were used to select simple user-based methods implementing the recommendations in ISO 13407 and were applied in trial development projects over a 12-month period. A second usability capability assessment at the end of the

Business intelligence (BI) is a managerial concept which helps managers in the organizations to manage information and make factual decisions. Some have introduced Business Intelligence as a process of turning data into information and then into knowledge. This concept has become a popular trend for businesses interested in adding value to their decision making processes.(Golfarelli et al., 2004) In addition measurement of Business Intelligence readiness/maturity is considered a critical issue. Business intelligence like software development is a process, which expressed in terms of components such as artifacts and workflows. In software engineering, the Capability Maturity Model Integrated (CMMI) developed to define different levels of software process maturity. We draw upon the concepts underlying CMMI to define different maturity levels for a business intelligence process. The study examines the maturity level of Business Intelligence activities as well as the future outlook concerning Business Intelligence in the Iranian banks. The research will also examine key areas of improvement in Business Intelligence operations, benefits gained from Business Intelligence as well as the strength point of Iranian banking industry in using Business Intelligence. Further, a model for business intelligence chose with the factors influencing business intelligence. Then, the questionnaire designed based on CMMI process for testing business intelligence process. Totally 99 valid questionnaire where gathered and by means of factor analysis methods both data and model were evaluated. In addition, the regression tests done in order to test the ability of model. Furthermore, the level of maturity of Iranian banking organization measured and introduced. Finally, the research limitations and some recommendation for further researches offered.

This papers provides a risk centric data governance vision based on GRC (Governance, Risk and Compliance) perspective of Data Governance and Management practices. There is a clear context of needs related to data risk and partial approximations of governance and risk management needs. Data Governance is found in the primary needs and key success aspects of data-driven organizations and those whose information assets are critical to their business.

Organisations are under constant pressure. Externally, they face a scenario of intense competition, coupled with a changing environment which is full of uncertainty. Internally, organisations have to deal with limited resources, whilst at the same time comply with increasing requirements and strategic demands. A key to success is the successful management of organisational projects. According to worldwide studies, information systems and information technology (IS/IT) projects have a relatively low success rate. To face these various business challenges, the authors suggest that emphasis should be put on the integration of various and disperse management tools. By combining project management maturity models with benefits management approaches, we expect to reinforce support for the drive to use organisational projects to fulfill organisations' strategic plans that will enhance the control techniques of project management, whilst recognising the need for organisational change and for ensuring the interpersonal skills necessary to orchestrate the successful completion of a project.

The quality of processes in Software Product Management (SPM) has a high impact on the success of a software product, as it improves product quality and prevents release delays. To improve the SPM practice, we propose the maturity matrix for SPM, a focus area oriented maturity model concentrating on the SPM functions Requirements Management, Release Planning, Product Roadmapping, and Portfolio Management. In this paper, we describe the development of the SPM maturity matrix, consisting of (a) identification and description of capabilities, (b) positioning the capabilities at the right levels in the maturity matrix and (c) validating the maturity matrix with expert validation and a survey among 45 product managers and product management experts. The result is a validated maturity matrix that will guide further development of methodical support in SPM.

Over the past years, the Capability Maturity Model (CMM) and Capability Maturity Model Integration (CMMI) have been broadly used for assessing organizational maturity and process capability throughout the world [20]. However, the rapid pace of change in information technology ...

Developing interoperability implies defining metrics to measure the degree of interoperability between systems. One of the measures is concerned with the use of maturity models, describing the stages through which systems should evolve to reach higher completeness in the realization of a given objective. This paper reviews the main maturity models that are or could be used for interoperability measure, comparing their different aspects in order to evaluate their relevance and coverage with respect to enterprise interoperability.

... Maturity thus implies an evolutionary progress in the demonstration of a specific ability or in the ... An example is the Rasch algorithm-based approach [22, 28], which is discussed and enhanced in ... the fact that the acceptance of a MM critically depends on its utility, validity, reliability ...

Organisations are increasingly focusing on their business processes (BPs) to excel. Since the journey towards process excellence is challenging, various authors have proposed a business process maturity model (BPMM) to gradually improve maturity and capability. Nonetheless, a comprehensive definition for BPMM, maturity and capability is missing. Moreover, the differences between maturity and capability are frequently neglected. Therefore, this study elaborates on the lacking foundation. In particular, a thorough literature study is conducted to address three gaps regarding the BPMM scope, terminology and design. It reveals six basic BPMM components within a BP lifecycle (scope gap): (1) modelling, (2) deployment, (3) optimisation, (4) management, (5) culture and (6) structure. Their overall growth refers to maturity, whereas the growth of an individual component includes capability (terminology gap). To increase its usability, a BPMM gives guidance on both assessing and improving BP...

Social media provides new opportunities for innovation, however its adoption especially in business-to-business innovation has remained moderate. While many companies are experimenting to develop and adopt social media approaches in innovation, many experiments fail, or are not designed in a useful way to maximize learning and social media adoption. Much has been studied and is generally known about the adoption of organizational innovations, such as IT-based solutions. However, very few studies relate directly to the unique challenges of social media adoption and use. Our aim is to develop a pragmatic and easy-to-use and understand framework for aligning social media -related development efforts, basing the framework on manydimensional maturity modeling not earlier found in academic literature. Using literature and interviews of business-to-business companies, we determined preliminarily major maturity dimensions for social media maturity model in innovation, and preliminary descriptions related to the low and high maturity in each determined dimension.

In order to measure dedicated aspects of 'maturity', a wide range of maturity models have been developed in the field of information systems by both, practitioners and academics over the past years. In spite of its broad proliferation, the concept has not been untroubled by criticism. Unnecessary bureaucracy, poor theoretical foundation, and the impression of a falsified certainty to achieve success are just a few examples for that. As there is still a significant lack of knowledge on how to design theoretically sound and widely accepted maturity models, it is the aim of this paper to open the discussion on the design decisions when developing these kinds of models. Based upon analogy and informed arguments we synthesize a generic but adjuvant framework that consists of five common design steps and eighteen decision parameters that may help practitioners as well as researchers in the development of maturity models.

The BIM Maturity Matrix (BIm³) is intended for low-detail self-assessment of organisations and project teams. The BIm³ has two axes-BIM Capability Sets and the BIM Maturity Index. This document is released as part of the BIMe under Creative Commons.

In IT management, maturity models have proved to be an important instrument because they allow for a better positioning of the organization and help find better solutions for change. Over the last few years, over a hundred maturity models have been developed to support IT management. However, the procedures and methods that led to these models have only been documented very sketchily. Using a scientific approach, we have developed criteria for the development of maturity models. These criteria also serve as a basis for the comparison of sparsely documented maturity approaches. The results thus obtained have been generalised and consolidated into a generally applicable model. A case study will illustrate the applicability of our model. The results of this paper are meant to serve as a manual for methodically well-founded designs and evaluations of maturity models.

B Bu us si in ne es ss s I In nt te el ll li ig ge en nc ce e M Ma at tu ur ri it ty y M Mo od de el ls s: : T To ow wa ar rd d N Ne ew w I In nt te eg gr ra at te ed d M Mo od de el l E Es ss sa am m S Sh ha aa ab ba an n Y Ye eh hi ia a H He el lm my y A Ay ym ma an n K Kh he ed dr r M Mo on na a N Na as sr r [28] Michael Horne,Rob Grigg, June 2005. "Service Oriented Business Intelligence (SoBI)". Microsoft, Conchango.

Many consequences from researches about importance and role of human resource in organizations’ improvement and growth and somehow in development of human societies emphasize on this point that no society has not developed unless it has paid attention to the development or human capital. Meanwhile, banks and knowledge based financial institutes are easily able to take advantage of current opportunities using different models of maturity of human resource in order to achieve competitive advantages to survive and face with variable condition of  e-payments market. One of appropriate models in this field is People-Capability maturity model (P-CMM) which has been designed to increase human force capabilities. This model helps organizations to identify maturity of its human forces; creates a continuous program to develop human resource and prioritize more important performances. Current study is cross-descriptive research and in terms of research methodology, it is applied research. Statistical population includes employees of Ansar bank in Zahedan city who are almost 42 persons. Due to limitation of statistical population, all of statistical population was chosen as sample. The main means to collect data is questionnaire. Banks and financial institutes are able to identify maturity of human resource and determine their critical issues using People-Capability maturity model (P-CMM).

Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demand of health professionals and the general public for more and better information. Hospitals invest massively in information systems and technology (IS/IT) in the hope that these investments will improve healthcare and meet patients' demands. The main objective of our research is to study how organisational maturity, enhanced by investments in IS/IT, project management and best practices, leads to successful projects in public healthcare organisations. The rational of our model is that organisational maturity has a positive effect on IS/IT project success, and that this success is also positively enhanced by the use of project management practices. We emphasise that this combination of approaches can increase the effectiveness of projects. Furthermore, it can also improve the confidence that the results of investments will meet stakeholders' expectations.

In today’s fast-paced industry where fight for market share is fierce and reaching the market ahead of competition imperative, product development is a target for lead-time reductions. In this context, in product development in stage-gate processes, decisions need to be made even though knowledge and information are scarce and flawed. The challenge is how to support the decisions that are made in light of uncertainty and ambiguity.
The thesis moves from analysing the role of the stage-gate process within the aerospace industry. The stage-gate process was more than a decision making mechanism, and instead a mechanism that facilitated communication, discussion and knowledge sharing between team members, as well as supported knowledge creation and shaping of the boundaries between people’s different perceptions of the knowledge base. However, the communicative and negotiative function of the stage-gate was highly dependent on the ability of the participating individuals to reflect on the status and quality of the available knowledge assets used throughout the process.
To make this reflective activity an explicit part of the stage-gate practice, this thesis proposes the application of a knowledge maturity concept at the gates to raise the decision makers’ awareness of the status of the knowledge assets handled at the decision point. The knowledge maturity concept considers three basic dimensions: input, method/tool and experience/expertise in assessing the knowledge base maturity. The scale is intended to act as a boundary object, facilitating the knowledge creation process by highlighting the current status of the knowledge base and making stakeholders aware of the nature of the project’s uncertainties and ambiguities. In the knowledge maturity concept, its purpose is to support design teams at the gates in taking appropriate action, mitigating risk and focusing their efforts on improving the knowledge assets where it is needed most, regarding the situation at hand and, finally, to make more confident decisions.
The thesis was developed within the EU FP6 VIVACE (Value Improvement through a Virtual Aeronautical Collaborative Enterprise) and EU FP7 CRESCENDO (Collaborative and Robust Engineering using Simulation Capability Enabling Next Design Optimisation) projects, and within the Faste Laboratory, a VINNOVA Excellence Centre involving partners from the Swedish manufacturing industry.

Managing and improving organizational capabilities is a significant and complex issue for many companies. To support management and enable improvement, performance assessments are commonly used. One way of assessing organizational capabilities is by means of maturity grids. While maturity grids may share a common structure, their content differs and very often they are developed anew. This paper presents both a reference point and guidance for developing maturity grids. This is achieved by reviewing 24 existing maturity grids and by suggesting a roadmap for their development. The review places particular emphasis on embedded assumptions about organizational change in the formulation of the maturity ratings. The suggested roadmap encompasses four phases: planning, development, evaluation, and maintenance. Each phase discusses a number of decision points for development, such as the selection of process areas, maturity levels, and the delivery mechanism. An example demonstrating the roadmap's utility in industrial practice is provided. The roadmap can also be used to evaluate existing approaches. In concluding the paper, implications for management practice and research are presented.

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 MM. These relevance measures allow organizations to weigh and score the KMAs and nurture the model based on their experience and industry experience. Each KMA comes with a set of goals and abilities. CEMM relies on four criteria: 1) cognizant environments; 2) knowledge utilization and leverage; 3) SEI SW-CMM and people-CMM; and 4) adaptive enterprise and distinguishes between information and knowledge management (KM). Index Terms-Cognizant enterprise (CE), key maturity areas (KMAs), knowledge management (KM), maturity model (MM).

In recent years, big data analytics has become widely applied in cybersecurity, leading to the novel approach of big data cybersecurity analytics. While some organizations have been adopting this new approach in tackling cybercrime, there are limited guidelines to which companies can refer. Therefore, the renowned maturity model concept, which offers a systematic approach for an organization to measure and improve its maturity level, is applied in this study. On the basis of a comprehensive literature review, this chapter proposes a maturity framework for big data cybersecurity analytics. This synthesized comprehensive maturity framework comprises seven dimensions across five stage levels-namely organization, human, infrastructure, data management, analytics application, governance, and security dimensions. Knowing which dimensions need to be improved and which pathway to follow ensures the successful implementation of big data cybersecurity analytics within organizations.

Knowledge management is becoming increasingly important as organizations realize that continuous competitive advantage depends on effective management of their vast and various knowledge assets. In order to improve knowledge management, CoPs (Communities of Practice) are used as powerful tools. By operating CoPs internally and externally, they have made improvements like increased core competency, induced innovation learning, enhanced working efficiency and promoted responsiveness. In order to run CoPs successfully, the evaluation of CoP is also crucial. CoP operators need to understand the current position systemically and determine the currently practiced activities. In order to do this, they need visible and quantifiable metrics for measurement. After deciding the current status of CoP, new objectives and strategies for their improvement are provided. In this paper, we intend to assess the condition of CoPs indirectly, not to measure the efficiency of CoP directly. This research provides a holistic, systematic, and comprehensive framework with maturity stages for navigating CoPs, and provides a road map for moving from immature, inconsistent activities to mature, disciplined approaches aligned to strategic business imperatives.

In order to identify and explore the strength and weaknesses of particular organizational designs, a wide range of maturity models have been developed by both, practitioners and academics over the past years. However, a systematization and generalization of the procedure on how to design maturity models as well as a synthesis of design science research with the rather behavioural field of organization theory is still lacking. Trying to combine the best of both fields, a first design proposition of a situational maturity model is presented in this paper. The proposed maturity model design is illustrated with the help of an instantiation for the healthcare domain.

Despite the growing body of literature on sales and operation planning (S&OP), efforts to synthesise the overall state of the art of research in this area are limited. Within this context, this paper provides a systematic review of the literature on S&OP. The purpose of this systematic review is twofold: (i) to integrate the highly dispersed work on S&OP in order to identify and analyse S&OP as a business process and (ii) to assemble quantitative evidence of its impact on the performance of the firm. A literature search framework is proposed, with 271 papers reviewed and classified. The framework embraces S&OP context information, inputs and goals, structure and processes, outcomes, and results. The major expected outcome in most papers was a cross-functional integration of plans, although few studies report on the integration of finance plans into S&OP. Despite the existence of common process descriptors and definitions of S&OP, there is a lack of unifying frameworks for maturity models, measurement of S&OP, and constructs related to the firm's performance. The need for additional scientifically sound survey or case study research on S&OP is emphasised. This paper contributes to a better understanding of S&OP's role as a determinant of firm's performance in the supply chain.

Over the last decade, health systems have faced growing challenges, due mainly to population-ageing and an increase of chronic diseases, which lead to a significant rise in costs and difficulties in accessing healthcare. Countries have made a huge effort that has mainly consisted in significant increase in health financing the expansion of health services facilities, the adoption of new information systems and technology (IS/IT), improving access to medicines, and continued endeavours to enhance organizational management and the sustainability of healthcare services. IS/IT will undoubtedly represent an important tool for providing adequate answers to all these challenges and these systems have the potential to reduce healthcare costs, as well as to improve outcomes. The recognition of project management and maturity models has been evidenced over the last years by the large investments made by health organizations to develop competencies and skills. This paper proposes a new approach, which assumes that project management will mediate the relationship between organisational maturity and the success of IS/IT projects. The questionnaire developed for this research was pre-tested. The advantages of this procedure are discussed in detail. The results allowed for a more reliable definition of the three scales that support the analytical model.

There are a number of tools available for organizations wishing to measure and subsequently develop Continuous Improvement (CI). In this article, we review and evaluate a well-accepted CI development model, namely the CI Maturity Model (Bessant and Caffyn, 1997), against data collected from the 2nd Continuous Improvement Network Survey and a number of empirical cases described in the literature. While the CI Maturity Model suggests that CI maturation ought to be a linear process, the findings in this article suggest that there are feasible alternatives for companies to develop CI capability.

The estimations of the geothermal histories are essential in terms of gas and oil exploration in the frontier Mannar Basin. Sterane and hopane isomer compositions were examined by gas chromatography and mass spectrometry on forty-two sediments from the Barracuda and Dorado North exploration wells in the offshore Mannar Basin. The C 29 sterane 20S/(20S + 20R) ratios increase with depth in the Barracuda well, and drastically increase in the lowermost Cretaceous sediments of both wells. The biomarker proxies indicate that oil and gas generation threshold has been achieved in the Late Cretaceous sediments of the Barracuda well (3,850-4,741 m). Also, vitrinite reflectance (Ro) values for the Late Cretaceous samples in the Barracuda well were measured from 0.75-0.91%. Geological background of the rifted Mannar Basin can probably indicate higher geothermal anomalies than the present conditions. The standard rifting heat flows can be extrapolated with observed thermal maturity and gas deposit in the Mannar Basin. The kinetic model of the representative Late Cretaceous sediments (4,260-4,470 m) in the Barracuda well may indicate that in-situ gas/ oil generation started since the Early Eocene. The in-situ gas generation was gradually increased and reached peak conditions during the Early Miocene (ca. 20 Ma). However, the Late Cretaceous sediments of the Dorado North well and the Tertiary sediments of the both wells indicate poor cumulative hydrocarbon generation.

The use of information systems in healthcare (HIS) has been recognised as having crucial importance in improving the efficiency, cost-effectiveness, quality, and safety of medical care delivery. HIS has the potential to improve individuals' health and providers' performance by producing better quality, cost savings, and greater patient involvement in their own health. There have been two major drivers for the HIS investments in healthcare: The ever-increasing burden from chronic disease with costs growing significantly faster and the recognition of the need for greatly improved quality and safety in health delivery. Maturity models (MM) are based on the premises that people, organizations, functional areas and processes evolve through a process of development or growth towards a more advanced maturity, going through a distinct number of levels. Through a state-of-the-art review of HIS, focused on their maturity state, we identify and characterize a set of critical factors recognized as determinants in the context of HIS maturity. The article identifies a broad spectrum of MM applied to the health sector and its characteristics and reinforces the belief that the maturity of HIS can contribute to the quality of information and knowledge management in the sector.

La Matrice de Maturité BIM (BIm3) est un Outil de Connaissance servant à l'identification de la maturité actuelle d'une organisation ou d'une équipe de projet. La BIm3 a deux axes – Ensembles de Capacité BIM et l'Index de Maturité BIM.
Cette version française a été traduite par Patrick Riedo d’Objectif BIM.

This chapter deals with the need of analyze the course of project management
processes with the help of maturity models. These models enable corporate plants
finding out the level on what they plan and carry out projects, and they also help to
retain or increase this level. Moreover, they offer plants the possibility of comparing
their level of project use and project management to those of other plants, and thus
enable plant finding out whether they are competitive enough in particular field.
The methodology for improving the maturity of project management in industrial
enterprises in the Slovak Republic will be described in the chapter. The individual
maturity levels of enterprises in project management will also be characterized.
By the setting of the criteria for transition to a higher maturity level, a large area
of project management will be divided into smaller units, which is important in
order to identify the areas of the project management where the specific industrial
enterprise is behind and in which areas its results are positive