Optimal Allocation of Human Resource Structure Based on Capability Maturity Model Integration

In order to improve the economic benefits of enterprises and provide a scientific human resource management method for enterprises, an optimal allocation method of human resource structure based on the integration of capability maturity model is proposed. According to the capability maturity model and its maturity level, the capability maturity integration model is established, and the optimal allocation algorithm of human resources is designed according to the model principle. By constructing the personnel quality evaluation matrix and personnel allocation matrix, the human resource allocation model is established, and the cooperative game method is used to dynamically optimize the human resource allocation model. The experimental results show that this method effectively improves the economic benefits of enterprises, improves the efficiency of human resource allocation, and completes the preset goal.

Constructing a teaching capability maturity model for content and language integrated learning teachers in Taiwan

The national policy of bilingual education will inevitably entail a demand for content and language integrated learning (CLIL) teachers. Consequently, feasible and sustainable CLIL teacher education in Taiwan will be required. This study explored a teaching capability maturity model for CLIL teachers based on the level of maturity of teachers’ teaching capabilities. The modified Delphi method and fuzzy analytic hierarchy process were used. Purposive sampling was employed to recruit 33 interdisciplinary professional CLIL teachers. The three most important levels in the model were the basic course management, advanced course management and implementation, and initial levels. Implications of the results are discussed and suggestions for CLIL teacher education are proposed, such as emphasising the development of course management capabilities and providing teachers with practical experience in teaching content subjects.

Human Digital Transformation Readiness

Digital transformation can effectively support innovative strategic planning. However, it is necessary to realise that the digital ecosystem produces enormous volumes of data and creates unique requirements for working with it. Due to this, data needs to be integrated into the mindset and decision-making processes properly. The proposed solution is based on an analysis of digital transformation readiness models, analyses of the status of data and data literacy in the models and their extensions, a definition of the levels of readiness that need to be achieved, and preparation of educational programs for the enhancement of human digital transformation readiness from the mindset and skillset perspective. The main outputs of the chapter correspond to the problem and the suggested solution. They include the human digital transformation readiness index based on the capability maturity model (CMM), required mindset, and skillset, taking into account the digital and data literacy of the participants of innovation activities.

Software Cost Estimation and Capability Maturity Model in Context of Global Software Engineering

Software cost estimation is the process of forecasting the effort needed to develop the software system. Global software engineering (GSE) highlights that software development knows no boundaries and majority of the software products and services are developed today by globally-distributed teams, projects, and companies. The problem of cost estimation gets more complex if the discussion is carried out in the context of GSE, which has its own issues. Temporal, cultural, and geographical distance creates communication and software process implementation issues. Traditional software process models such as capability maturity model (CMM) lacks the dynamism to accommodate the recent trends in GSE. The chapter introduces GSE and discusses various cost estimation techniques and different levels of CMM. A couple of GSE-based case studies having CMM-level projects from multiple organizations are studied to analyze the impacts of highly mature processes on effort, quality, and cycle time.

Assurance for Change Management With COBIT 2019 and CMMC Maturity Frameworks

As technology plays an ever-increasing role in carrying out structured tasks in today's society, people are given more time to focus their attention on higher levels of service and personal development. However, technology is in a constant state of change and assurance services are needed to help ensure that technology changes are accomplished properly. The Institute of Internal Auditors has identified 10 steps that can be used to effectively implement changes in technology. This process and its accompanying internal controls can be assessed through an internal audit function that considers issues of both functionality and security. In addition, continuous improvement of the change management process for technology can be evaluated though capability/maturity models to see if organizations are achieving higher levels of accomplishment over time. Such models include the COBIT 2019-supported capability maturity model integration (CMMI) model and the cybersecurity maturity model certification (CMMC) framework used by defense industrial base organizations.

Team Characteristics Moderating Effect on Software Project Completion Time

This study highlights the importance of human factors in software projects developed in capability maturity model (CMM) level software development environments. While software process initiatives help streamline the development process, people factors can influence project outcomes. Using data procured from the International Software Benchmarking Standard Group, the effects of team turnover, team heterogeneity, and team member work experience were examined as they moderate project elapsed time for software projects developed in CMM level software development environments. Team member work experience and team functional heterogeneity were found to have significant moderating effects on project elapsed time to completion. The turnover of members on the team did not have a significant moderating effect on project elapsed time to completion. Previous studies have examined the benefits of raising the level of maturity as identified by the capability maturity model. This study identifies the importance of human factors as they moderate project success.

How to improve the assessment of BPM maturity in the era of digital transformation

For almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.