Search

Organizational dependency on Information and Communication Technology (ICT) drives the preparedness challenge to cope with business process disruptions. Business Continuity Management (BCM) encompasses effective planning to enable business functions to resume to an acceptable state of operation within a defined timeframe. This paper presents a systematic literature review that communicates the strategic guidelines to streamline the organizational processes in the BCM program, culminating in the Business Continuity Plan design, according to the organization’s maturity. The systematic literature review methodology follows the Evidence- Based Software Engineering protocol assisted by the Parsifal tool, using the EbscoHost, ScienceDirect, and Scopus databases, ranging from 2000 to February 2021. International Standards and Frameworks guide the BCM program implementation, however, there is a gap in communicating metrics and what needs to be measured in the BCM program. The major paper result is the confirmation of the identified gap, through the analysis of the studies that, according to the BCM components, report strategic guidelines to streamline the BCM program. The analysis quantifies and discusses the contribution of the studies on each BCM component to design a framework supported by metrics, that allows assessing the organization’s preparedness in each BCM component, focusing on Information Systems and ICT strategies. info:eu-repo/semantics/publishedVersion

Every single company will experience several phases of company (organization) development, better known as organizational life cycle. Organizational life cycle describes the state of an organization starting from the establishment, growth, development, to performance decline and bankruptcy. Therefore, a company needs to be able to maintain its performance so it can compete and survive when entering the organizational maturity phase, so that it will not experience bankruptcy caused by mismanagement. Bankruptcy means the failure of a company to operate, so the operational cost do not match the company’s income which will cause the company fail to pay any of its obligations. This study found that some of many causes of the bankruptcy of a company are financial distress and economic distress, both refer to one problem : failure in financial management. The methodology used in this study was qualitative method. Author conducted a literature study by collection data from several sources such as articles and research journals. The data are then processed and studied to get a conclusion about factors in a company that can lead to a bankruptcy, especially those related to management system.

Вступ. Здатність наукових організацій НАН України швидко створювати й впроваджувати інноваційні науково-технічні розробки має вирішальне значення для прискореного економічного розвитку та є важливим фактором підвищення конкурентоспроможності України.Проблематика. Створення та впровадження інноваційних науково-технологічних розробок може здійснюватися шляхом використання концепції закритих чи відкритих інновацій. Останнім часом посилився негативний вплив низки чинників використання концепції закритих інновацій в діяльності наукових організацій НАН України.Мета. Розробка та апробація удосконалених теоретико-методологічних засад технологічного аудиту науковотехнологічних розробок, оцінки організаційної зрілості та готовності наукових організацій НАН України до застосування відкритих інновацій.Матеріали й методи. Використано підходи теоретичного узагальнення; економічного аналізу та синтезу, математичної статистики, експертного та анкетного дослідження.Результати. Встановлено, що значна частка науково-технологічних розробок наукових організацій НАН Українимає низьку готовність до самостійної та спільної комерціалізації, що характеризує застосування концепції закритих інновацій. Лише частина наукових організацій України має середній рівень організаційної зрілості, а переважна більшість має низький та дуже низький рівень організаційної зрілості та готовності до застосування відкритих інновацій. Натомість застосування зазначеної концепції може сприяти прискореному інноваційному розвитку наукових організацій НАН України. Розроблено теоретико-методологічний підхід технологічного аудиту науково-технологічних розробок та оцінки організаційної зрілості та готовності наукових організацій НАН України до застосування відкритих інновацій.Висновки. Запропонований метод дозволить науковим організаціям НАН України пришвидшити виведення їх на ринки інноваційних науково-технічних розробок.

The paper conceptualizes a multi-attribute decision support model for the assessment of organizational maturity for co-creation, specifically for public organizations. This is achieved on the basis of a systematic literature review (i.e. content analysis) and analysis of two European case studies of promising collaborative practices (from UK and Slovenia). The co-creation drivers and barriers elicited from these two sources are integrated in a decision support model, thus setting the layout of a multi-attribute decision support model for the assessment of organizational maturity for co-creation. The final model conceptualized here consists of 25 attributes or criteria grouped into three categories: organization capacity, staff capacity, and a wider political and normative context in which public organizations act.

В Україні відбуваються зміни на законодавчому рівні, що стосуються територіальних громад та їх стратегій розвитку. Відповідно до цього, органам місцевого самоврядування необхідно змінювати підхід до їх розробки, адже має вбачатися довгостроковий ефект, який можна буде відслідкувати та оцінити його ефективність. Для реалізації стратегії розвитку певної територіальної громади варто використовувати управління проектами, що реалізується за рахунок використання різного роду методологій. Проектний підхід показує свою ефективність у різних сферах. Тоді як у місцевому самоврядуванні він представлений дещо менше. В роботі досліджено чинники, що впливають на низький рівень впровадження проектної діяльності в органах місцевого самоврядування в Україні; розглянуто приклад застосування проектного підходу у муніципалітеті міста Суми при розробці та впровадженні Стратегії розвитку міста Суми до 2030 року; визначено загальні проблеми, що виникають при впровадженні проектних методологій в органах місцевого самоврядування та пропозиції щодо їх нівелювання. Метою даної роботи є аналіз використання проектних методологій в органах місцевого самоврядування при розробці стратегії розвитку територіальної громади. Сьогодні на законодавчому рівні прийняті вимоги щодо створення стратегій розвитку територіальних громад, що мають містити нові критерії (наприклад, індикатори ефективності), які раніше не були обов’язковими, а отже часто залишалися поза увагою посадовців. Зараз існуючі підходи до створення стратегії, а головне її реалізації, мають бути суттєво переглянуті, в тому числі переорієнтація від короткострокового ефекту на довгостроковий. Для того, щоб ця діяльність (по створенню стратегій розвитку) була якомога ефективною, органам місцевого самоврядування доцільним буде використання саме проектних методологій. Проблема, на яку пропонуємо звернути увагу у даній роботі, полягає у тому, що існує певна складність при впровадженні проектних методологій в роботі органів місцевого самоврядування при розробці стратегії розвитку територіальної громади. In Ukraine, the changes concerning territorial communities and their development strategies are taking place at the legislative level. In accordance with this, local governments need to change the approach to their development, since there should be a long-term effect that can be monitored as well as its effectiveness evaluated. Project management, which is implemented by various methodologies, should be used to implement the development strategy of a particular territorial community. The project approach shows its effectiveness in different areas. At the same time, it is less represented in local government. The research studies the factors influencing the low level of project activities implementation in local governments in Ukraine. The case study of implementation of the project approach in the municipality of Sumy city while developing and implementing the Sumy City Development Strategy until 2030 is considered. General problems that arise during the project methodologies implementation in local governments and proposals for leveling them are identified. The research purpose is to analyze the use of project methodologies in local governments while creating development strategy for a territorial community. Nowadays, the requirements for the creation of development strategies of territorial communities have been adopted at the legislative level. These requirements should contain new criteria (e.g.: performance indicators), which were not mandatory before, and the officials often ignored them. Nowadays the existing approaches to strategy creation, and most importantly, its implementation, should be significantly revised, including reorientation from a short-term effect to a long-term one. In order this activity (development strategies creation) to be as effective as possible, it should be expedient for local governments to use project methodologies. The problem that we point out in the research is that there is a certain difficulty in project methodologies implementation in local governments while creating the development strategy for a territorial community.

Organizational maturity is a dynamic construct and a change that depends on both internal and external conditions. The COVID-19 pandemic provides an opportunity to examine, from the perspective of organizational maturity, what challenges companies faced during the economic slowdown, when decisions had to be made quickly, but very responsibly. The impact of the COVID-19 pandemic on organizations and their activities has led to a response from organizations to find solutions that are sustainable and not only able to survive the economic downturn, but also able to achieve/maintain a higher level of organizational maturity. Although information on the changes in the organizational maturity structure observed in organizations during the COVID-19 pandemic is already available, there is little research in this area. Thus, the purpose of the paper is to reveal changes in the organizational maturity structure during the COVID-19 pandemic. Authors used a qualitative research strategy to identify which indicators of organizational maturity elements and sub-elements occurred in the companies surveyed before and during the COVID-19 pandemic. The sample of experts in both studies consisted of 24 top executives from 24 companies, 12 at each stage before and during the COVID-19 pandemic. The research disclosed that, during the COVID-19 pandemic, the companies made sustainable decisions and they greatly strengthened the hard areas related to technology, work processes, and contributions to the organization’s operations. Meanwhile, the soft areas, related to employee competencies and, on the other hand, behavioural processes have become more vulnerable.

The article considers the models of evaluation of organizational maturity of project management, analyzes their advantages and disadvantages. The model of G. Kerzner’s maturity is analyzed in detail, the essence of each stage of the analysis of the organization is considered. In addition, the classification of types of personnel resistance to innovations related to project management is presented. Solutions to problems at different levels of maturity are proposed. Attention is focused on the factors that ensure the success of project management.

Aims: This study intends to explore Pasig Agrarian Reform Beneficiaries and Upland Farmers Multi-Purpose Cooperative (PARBUF-MPC) organizational maturity and its implications to the implementation of the Dole Integrated Livelihood Emergency Employment Program (DILEEP) projects in terms of the dimensions project management, financial management, organizational management, technical assistance and beneficiaries’ well-being. Study Design: This study is anchored on the organizational maturity model which reflects a framework that defines maturity as an aggregate of incremental capabilities prerequisite to effective organizational project management. Using the convergent mixed methods research design, quantitative and qualitative data strands were collected and analyzed to achieve the objectives of the study. Place and Duration of Study: This study was conducted in Pasig, Kiblawan, Davao del Sur for the period Jan 2017 to December 2018. Data were gathered from 119 member beneficiaries of PARBUF-MPC. Methodology: Organizational maturity was measured using a 35-item, 5-point scale-type instrument, while project implementation was diagnosed using a survey with some close-ended items. These were administered to 119 members of the cooperative who were also beneficiaries of the DILEEP projects particularly on hog raising, banana chips making and rubber cultivation. The quantitative responses were gathered and analyzed using averages and frequency. The qualitative data consist of responses to open-ended questions and were analyzed to reveal themes from beneficiaries’ experiences on the project implementation and management. Results: Results indicate the cooperative’s level of organizational maturity obtained an overall mean of 3.62. This level of organizational maturity is verbally described as predictable, which means that the organization’s defined processes are performed consistently in practice, with defined control limits to achieve its goals. Project implementation on the other hand was identified by the respondents to be established under project management, financial management and technical assistance while organizational management was described as not established. Qualitative remarks of the responses also revealed particular themes under each dimension of project implementation. The responses were processed and classified into two themes which are the positive and the negative feedbacks. Beneficiaries’ well-being as the fifth dimension of project implementation revealed themes like women empowerment and improvement in the quality of lives. Conclusion: Essentially, the gaps in the implementation in the projects like banana chips making, hog raising and rubber cultivation were identified.

A literatura sobre sistemas de gestão é muito extensa, em decorrência da relevância e abrangência que eles possuem nas organizações. Entretanto, esta literatura é altamente fragmentada em estudos que tratam apenas de aspectos específicos dos sistemas de gestão. Alguns autores trataram dos antecedentes ao uso dos sistemas de gestão. Eles apresentaram os fatores, externos ou internos das organizações, que levam ao maior uso dos sistemas de gestão, sem aprofundar uma análise comparativa sobre a importância e o efeito dos antecedentes pesquisados. Outros autores trataram do impacto do uso dos sistemas de gestão nas organizações. Eles demonstraram os benefícios e as consequências do uso dos sistemas de gestão para as organizações, muitas vezes convergindo as pesquisas apenas para um ou poucos constructos, sem abordar a relação entre os constructos dependentes do uso dos sistemas de gestão e que vêm impactar os resultados das organizações. Essas abordagens isoladas originaram uma lacuna de pesquisa, a de integrar, em um modelo único e robusto, os diversos constructos antecedentes ao uso dos sistemas de gestão e os impactos decorrentes de seu uso nos resultados das organizações. Utilizando uma abordagem baseada na teoria das capacidades dinâmicas, esta pesquisa coloca o uso dos sistemas de gestão no centro de um modelo que objetiva preencher a lacuna de conhecimento. O modelo é composto por constructos antecedentes ao uso dos sistemas de gestão e por constructos representativos dos resultados das organizações, que são impactados pelo uso dos sistemas de gestão. O modelo também apresenta a inter-relação entre os constructos impactados pelo uso dos sistemas de gestão, permitindo identificar o impacto do uso dos sistemas de gestão nesses constructos, de forma isolada, e o encadeamento que leva a resultados positivos para as organizações. Os resultados da pesquisa demonstram que o uso dos sistemas de gestão é um processo complexo, precedido de diversas variáveis que, isoladamente, não permitem compreender o fenômeno. Entretanto, no seu conjunto, conseguem predizer de forma satisfatória o uso dos sistemas de gestão. O uso dos sistemas de gestão tem como antecedentes a mentalidade startup enxuta, a incerteza do ambiente, a capacitação do empreendedor e a maturidade organizacional, por ordem de relevância. Adicionalmente, o estudo demonstrou o significativo impacto do uso dos sistemas de gestão nas estratégias de inovação, performance organizacional e competitividade organizacional, por ordem de relevância. As estratégias de inovação se mostraram antecedentes da performance organizacional e da competitividade organizacional. E a competitividade organizacional também impactou a performance organizacional. Por fim, o estudo identificou que o uso dos sistemas de gestão e a mentalidade startup enxuta, quando associados, impulsionam os resultados das organizações, ao explorarem as estratégias de inovação de forma mais intensa. A pesquisa, de caráter quantitativo, obteve dados válidos de 193 empresas de diversos portes e segmentos de atuação. Os respondentes do questionário, obrigatoriamente empreendedores e gestores das empresas, responderam um questionário de 116 itens, compondo 14 constructos de primeiro nível e 4 constructos de segundo nível. A análise utilizou a modelagem de equações estruturais pelo método Partial Least Squares (PLS-SEM). The management systems’ literature is very broad due to its relevance to different areas of organizations. However, this literature is highly fragmented in studies that discuss only specific aspects of management systems. Some authors focused on the antecedents of the use of management systems. They presented the external or internal factor that lead to a greater use of management systems without a comparative analysis on the importance and effect of these antecedents. Other authors explored the impact of the use of management systems in organizations. They demonstrated the benefits and consequences of the use of management systems to organizations. Very often they concentrate on only in one or a few constructs, without addressing the relationship between constructs and the impact on the outcomes of the organizations. These isolated approaches created a research gap, that is, of integrating in a single and robust model, the various constructs that preceded the use of management systems as well as the assessment of the impact of the use of management systems on the organizational outcomes. Based on dynamic capabilities theory, this research develops and tests a model that aims to fill this gap. A survey instrument was developed comprising 116 items of the 14 first-level constructs and 4 second-level constructs of the model. A total of 193 valid responses from entrepreneurs and company managers were collected representing organizations of different sizes and industries. The analysis used structural equation modeling by the Partial Least Squares method (PLS-SEM). The research demonstrate that the use of management systems is a complex process, preceded by several variables that, in isolation, do not allow to fully understand its use and benefits. However, as a whole, they are able to predict the use of management systems and achieve its benefits. The use of management systems has as antecedents the lean startup mentality, the environment uncertainty, the entrepreneur's preparation and the organizational maturity, in this order of importance. Additionally, the study demonstrated the significant impact of the use of management systems on innovation strategies, organizational performance and organizational competitiveness, in order of relevance. Innovation strategies also proved to be antecedent of organizational performance and organizational competitiveness. And organizational competitiveness also impacted organizational performance. Finally, the study identified that the use of management systems and the lean startup mentality, when associated, improve organizations’ results by exploring innovation strategies more intensely.

Sėkmingai organizacijai reikia efektyviai valdyti keturis pagrindinius išteklius: informaciją, finansus, žaliavas ir žmonių energiją. Darbo ir darbo vertės reikalavimai diktuoja poreikį būti lankstiems, formalizuotiems, orientuotiems į efektyvius veiklos kriterijus, ne tik reaguojantiems į poreikį atlyginti už darbą, bet ir sutelkti dėmesį į būsimą organizacijos perspektyvą, viziją ir strategiją. Ištekliais pagrįstas požiūris gali padėti apibrėžti darbo užmokesčio sistemos sąsajas su organizacijos rezultatais. Organizacijų darbo užmokesčio sistemos turi prisitaikyti prie organizacijos pokyčių ir evoliucijos, todėl reikia aiškiai apibrėžti konkrečias ribas ar lygius, kurie įvertintų pokyčius pagal atitinkamus rodiklius (ar veiksnius). Tai galima padaryti pasitelkus brandos modelių idėją. Disertacijoje nagrinėjama problema yra susijusi su darbo užmokesčio sistemų charakteristikomis organizacijoje, pabrėžiant ne tik išorinius veiksnius, bet ir vidinės aplinkos veiksnius, suderintus su organizacine branda. Šiame darbe nustatytos darbo užmokesčio sistemų charakteristikos skirtinguose organizacinės brandos etapuose, apibrėžiant jas pagrindžiančią darbo užmokesčio sistemos koncepcinę struktūrą ir organizacinės brandos bruožus. Darbe sukurta teorinė organizacinės brandos ir darbo užmokesčio sistemos charakteristikų sąsajų struktūra, leidusi empiriškai įvertinti darbo užmokesčio sistemos charakteristikų raišką skirtinguose organizacinės brandos etapuose., A successful organization needs to effectively manage the four key resources: information, finance, raw materials and human energy. The requirements of the reflection between the value of labor and labor dictate that the reflection must be flexible, formalized, oriented to effective performance criteria, not only responding to the need to reward for work, but also focusing on the future perspective of the organization, etc. A resource-based approach can help define the remuneration system’s interfaces with the organization’s results. Organizational remuneration systems need to adapt to organizational change and evolution, so there is a need to clearly define specific limits or levels that will allow change to be measured in terms of the relevant indicators (or factors). This can be done through the idea of maturity models. The problem analyzed in this dissertation is related to the characteristics of remuneration systems in the organization, while emphasizing not only the influence of external factors, but also taking in the factors of the internal environment, which is matched with the maturity of the organization. In the thesis the characteristics of remuneration systems at different stages of organizational maturity has been determined, justifying the conceptual structure of the remuneration system and organizational maturity features. Furthermore, a theoretical framework of interfaces of the features of the organizational maturity and the characteristics of the remuneration system has been developed allowing to empirically assess the expression of the characteristics of the remuneration system at different stages of organizational maturity.

International audience; Thispaper aimsto propose an organizational maturity assessment model for takingpart in collaborative networks, aiming to contribute to the theory on this topic. It uses the mixed research method, with a qualitative approach, using systematic research and focus group techniques, to highlight the theoretical gaps and the establishment of evaluation criteria, and a quantitative approach with the use of the multicriteria decision-making method, to assign the importance of each criterion and establish the level of maturity of an organization. The result was an assessment instrument composed of eight dimensions and fifty-five categories, with the organization's positioning in indicators according to the four possible levels for each category.

La empresa objeto de estudio, presta desde hace veinte (20) años servicios en el sector eléctrico. A partir del 2017, ha desarrollado más de veinte (20) medianos y grandes proyectos y, actualmente, se encuentra en el proceso de transición de servicios a proyectos, buscando implementar estrategias que le permitan ser líder en el mercado en el desarrollo de estos, con un enfoque EPC Engineering, Procurement and Construction. En la presente investigación, se utilizan herramientas para identificar fortalezas y aspectos para mejorar de la empresa en cuanto a la dirección de proyectos. Aplicando entrevistas y encuestas, establecidas en el modelo de madurez Organizational Project Management Maturity Model (OPM3®) 2da ed., del Project Management Institute (PMI), teniendo en cuenta las cuatro (4) categorías de habilitadores organizacionales propuestas: (1) Cultura, (2) estructura, (3) tecnología y (4) personas. La empresa tiene vinculadas ciento cincuenta (150) personas, entre estas, veinte ocho (28) están asignadas a proyectos, y diez (10) comprenden la muestra objeto de estudio, agrupados en los cargos: directivo, residentes de obra y comercial. La selección, se realiza de acuerdo con el rol que desempeñan, o su participación en actividades clave en la dirección de proyectos. La aplicación de las herramientas permite identificar que la empresa tiene un nivel de madurez bajo, con un puntaje del 24%. Evidenciando, que no cuenta con un marco de gobernanza que le facilite establecer políticas, estructuras de gestión, procesos y metodologías para alinear los proyectos con la estrategia organizacional. Asimismo, la ausencia de una cultura organizacional en dirección de proyectos dificulta la aplicación de las buenas prácticas de estándares reconocidos. Lo anterior, permite realizar una propuesta a corto (6 meses), mediano (18 meses) y largo plazo (36 meses), periodos en los cuales se establecen actividades para que la empresa logre alcanzar un nivel de madurez óptimo en dirección de proyectos de acuerdo con los cuatro (4) pilares: gobierno y cultura, procesos, tecnología, y personas. De igual forma, la propuesta establece tres (3) elementos clave para ser adoptados por la empresa: marco de gobernanza, ciclo de vida del proyecto y clasificación de los proyectos. The company under study has been providing services in the electricity sector for twenty (20) years. As of 2017, it has developed more than twenty (20) medium and large projects and, currently, it is in the transition process to move from services to projects, seeking to implement strategies that allow it to be a market leader in their development, with an EPC Engineering, Procurement and Construction approach. In this research study, tools are used to identify strengths and weaknesses of the company in terms of project management. Applying interviews and surveys, established in the Organizational Project Management Maturity Model (OPM3®️) 2nd ed., of the Project Management Institute (PMI), taking into account the four (4) categories of proposed organizational enablers: (1) Culture, (2) structure, (3) technology and (4) people. The business organization has one hundred and fifty (150) employees linked, among these, twenty-eight (28) are assigned to projects, and ten (10) comprise the sample under study, grouped into positions: manager, construction site residents and commercial. This selection is made according to the role they play, or their participation in key activities in project management. The use of tools reveal a low level of maturity for the company, with a score of 24%. Showing that it does not have a governance framework that facilitates establishing policies, management structures, processes and methodologies to align projects with the organizational strategy. Likewise, the absence of an organizational culture in project management makes it difficult to apply good practices of recognized standards. The foregoing allows a short (6 months), medium (18 months) and long-term (36 months) proposal to be presented. Periods in which activities are established for the company to achieve an optimal level of maturity in the management of projects according to four (4) pillars: government and culture, processes, technology, and people. In addition, the proposal establishes three (3) key elements to be adopted: governance framework, project life cycle and project classification. Magíster en Gerencia de Proyectos Magister en Gerencia de Proyectos Maestría

The successful completion of every project whether undertaken by a public or private organization is of primary concern. However, literature has confirmed that most project success depends on adhering to good practices and are keenly documented in the Project Management Frameworks (PMFs). The purpose of this study is to explore the factors that affect the implementation of PMFs in Ghana. This is motivated by the dearth of academic literature concerning PMFs and its successful implementation in Ghana. To achieve this aim, a conceptual framework was developed grounded on the Capability Maturity Model (CMM) and the Critical Success Factors (CSFs) theory. Four independent variables and the dependent variable were hypothesized to be tested for the establishment of the success factors affecting PMFs implementation. Data were collected from 105 project management consultants, contractors, and other key stakeholders in Ghana and analyzed to establish the relationships between the hypothesized constructs. The findings indicate that Stakeholder Involvement (SI) and Top Management Support (TMS) influence the adoption of PMFs. However, Acceptability and Organizational Maturity (OM) does not influence the adoption of PMFs. Moreover, PMFs does not influence Project Success. This preliminary study has given us insights into the factors to consider when adopting PMFs in Ghana. Other implications are also discussed.

Background: In recent years, organizational maturity has disseminated its concepts to various management domains, for instance, Supply Chain Management (SCM). The present paper is an attempt to review the developments in the realm of SCM over the past two decades. In the domain of SCM maturity, different models, dimensions (areas) and approaches are advanced for maturity measurements. Methods: Research studies conducted and presented in the literature, including papers on conference proceedings, articles in journals and technical reports, are reviewed; the review covers a time span from the early 1990s to the present time (2019). Also provided in this review are the previous models, dimensions (areas/ elements), and approaches for measuring SCM maturity techniques. Additionally, research gaps are identified, analysed and discussed. Results: After reviewing, the research studies in the field and the dimensions found in the works are placed into different categories. The current study aims to present a review of the literature, ultimately providing help to researchers in realizing gaps and opportunities in the field of SCM maturity. There are also different approaches to supply chain maturity models. For example, one approach may solely focus on integration while another might concentrate on SC visibility and traceability. In more recent research studies, more attention is paid to such specific areas of supply chain as flexibility and sustainability. The results of the present paper point to gaps, which indicate that more research works are required. In addition, it is assumed that the materials presented here may help establish more comprehensive SCM maturity models. Conclusions: It is seen that supply chain management is rapidly shifting toward e-SCM, and some other technologies like blockchain. Also, supply chain sustainability comes to the fore as a significant approach. It should be reminded that other strategic features of supply chains like leanness, agility, resilience, sustainability, integration, green and reverse logistics etc., also play their own role in the field. Combining these strategic features can be an effective idea for developing more comprehensive models for SCM maturity. To sum up, the results of the present survey indicate that the published works need more adequacy and treatment research, and that more research is called for to bridge the gaps in the realm of SCM maturity.

This article synthesizes the design of a PMO based on the PMI standard for project management. Firstly, an adaptation of the strategic plan for the Vallenar Headquarters is made, and then, using the organizational maturity model, it is possible to recommend an appropriate PMO to be designed, which aims to improve the practices in the direction of projects by generating consulting initiatives, training and support to the members of the organization to initially reach a level of common language in project management. To carry out this task, the design of the PMO is based on the implementation of the organizational strategy through portfolio management, aligning the projects with the institutional strategy and the materialization of the organizational policies through the management of programs that will group the projects generated in the Vallenar Headquarters of the University of Atacama. Finally, the result is a level of maturity below level 1, recommending...

espanolEl agotamiento de los yacimientos convencionales y los retos que implica para la ingenieria son evidentes. En el piedemonte colombiano la tendencia ha sido clara: En los ultimos 3 anos se han perforado los pozos mas profundos con 20808 ft y 20300 ft. Esta profundidad parece ser demasiado, pero en realidad el numero no es suficiente para representar lo grande del reto. Los desarrollos de ingenieria en torno a esta operacion y la madurez organizacional alcanzada por la compania operadora a traves de curvas de aprendizaje complejas han reducido significativamente el impacto negativo de estos retos al desempeno de los proyectos. No obstante, a la cantidad de problemas de ingenieria que se requiere manejar, se adicionan las fluctuaciones economicas, politicas y sociales y todas sus causas, tal como la crisis petrolera que inicio en 2014. La pregunta que surge es: ?Como perforar pozos profundos en tiempos de crisis? Las decisiones de mitigacion tomadas por gerentes de estrategia implican planeacion y ejecucion de proyectos optimizando los recursos tanto como sea posible. Esta optimizacion es un reto mas para adicionar a la lista, debido a que su aplicacion requiere cuidado especial. Optimizacion no significa reducir costos a expensas de los beneficios del personal, la calidad o el aseguramiento de los pozos.Significa reducir costos estrategicamente y esto requiere analisis detallados de pozos de correlacion y estudio de sensibilidades de las optimizaciones propuestas. Este es la razon por la cual en el piedemonte colombiano los analisis What-if, la capitalizacion de las lecciones aprendidas y los analisis de riesgos se fundamentan en modelos de planeacion robustos. Tal vez perforar a traves de capas de carbon ha sido uno de las operaciones mas retadoras en el Piedemonte. Sin embargo, la meta ya no es perforar capas de carbonintercaladas o invertidas, es hacerlo en tiempos de crisis. EnglishThe depletion of conventional reservoirs and the challenges for engineering that this means are not a secret. In Colombian foothills the trend has been clear: In the last 3 years, the deepest wells have been drilled with 20,300 ft and 20,808 ft. This depth could seem to be a lot, but actually the number is not enough to represent how big the challenge is. The engineering development around this operation and the organizational maturity reached by the operator company through complex learning curves, have reduced the negative impactsto the projects’ performance. However, to the bunch of engineering issues to handle, it is necessary to add the political, economic and social fluctuations and all its causes, like the oil crisis that started on 2014. Hence, the question is: How to drill deep wells in crisis time? The mitigation decisions taken by strategy managers imply planning and execution of projects by optimizing the resources as much as possible. Optimization is one more challenge because its application takes special care. Optimization does not mean reducing costs at expense of the personnel’s benefits, wells’ quality or operations assurance. It means reducing costs strategically and this requires detailed analysis of offset wells and sensibilities of the proposed optimization. This is why in the Colombian foothills, the What if analysis, the capitalization of learned lessons and the risks analysis are made on robust planning models. Perhaps drilling through coal beds has been one of the most challenging operations in the foothills. Anyway, now the goal is not to drill through interbedded or inverted coal layers anymore. It is doing it in crisis time.

The paper conceptualizes a multi-attribute decision support model for the assessment of organizational maturity for co-creation, specifically for public organizations. This is achieved on the basis of a systematic literature review (i.e. content analysis) and analysis of two European case studies of promising collaborative practices (from UK and Slovenia). The co-creation drivers and barriers elicited from these two sources are integrated in a decision support model, thus setting the layout of a multi-attribute decision support model for the assessment of organizational maturity for co-creation. The final model conceptualized here consists of 25 attributes or criteria grouped into three categories: organization capacity, staff capacity, and a wider political and normative context in which public organizations act.

The effective management of risk is critical for construction projects. However, research findings show that risk management is either not used or done ineffectively in domestic construction projects. One of the primary reasons for this appears to be the lack of risk management (RM) capabilities and knowledge. A study aimed at developing a system for supporting the effective use of RM is presented. The system has been designed so as to provide the required functionality to assist owners and contractors to develop their capabilities to manage risk effectively, including: a) to assess the existing RM organizational maturity and to report on the existing gaps, b) to propose recommendations for improving the organizational RM capabilities in the light of the detected gaps, and c) to help companies with the im­plementation and improvement of RM within the organization. The system prototype has been successfully applied in several companies that served as initial case studies. It is anticipated that the system will assist clients and contractors to advance effective risk management capabilities and to improve their project risk management performance in the me­dium range. The system can also be applied in other countries that face the same RM difficulties.

Esta revisión sistemática se realiza con el fin de conocer las variables de madurez organizacional, en las variables se buscaron criterios de inclusión relacionados a gestión organizacional y los resultados se encuentran en diferentes autores que entre el 2000 y el 2019 se dedicaron a investigar sobre variables que crean un valor diferencial para las organizaciones, estas variables se encuentran a todos los niveles de la organización y la idea es construir con esta información un instrumento que permita medir el nivel de madurez organizacional en las entidades públicas de Bogotá This systematic review is carried out in order to know the variables of organizational maturity, the variables search for inclusion criteria related to the management of organizations and the results are different authors who between 2000 and 2019 are dedicated to research on variables that create a differential value for organizations. These variables are found at all levels of the organization and the idea is to build with this information an instrument that allows measuring the level of organizational maturity in public entities in Bogotá. http://unidadinvestigacion.usta.edu.co Especialización

The chapter, in its first part, describes the questionnaire self-assessment method, which has been applied for testing of ten SMEs with the aim of mapping the requirements for introducing the concept Industry 4.0. Subsequently, based on obtained findings, the key requirement of the SMEs is identified. This output is further used for development of readiness maturity model of organization capabilities for mass customized manufacturing. Then, generic organizational model of a mass customized manufacturing system is proposed. Finally, conclusion comments on the results and future research directions are outlined.

This article analyzes the aspects of competence approach in improving the skills of project managers, as well as the main approaches to the study of the organization’s competence in the field of project management. Having applied generalization and systematization of different models of competence-based approach, the authors developed a mechanism for assessing the competence of the organization in the field of project management. The analysis concluded that increasing the level of organizational maturity and individual competence of project management specialists contributes to the growth of project culture and project implementation within the established limits and success criterion, and so, therefore, allows the organization to implement the set strategic objective, overcome the contemporary strategic challenges with a minimum of losses, improve the financial efficiency of the organization generally. Using the SOVNET methodology to assess the level of individual competence of employees and the organizational maturity model of project management, the close correlation and identity of these two values is proved as a percentage of the ideal level by the results of measurements on the example of an oil refining company.

This research strives to show the importance of knowledge absorptive capacity as one of the most important determinants of successful implementation of contemporary solutions and, consequently, development of a company. In the approach presented, the development leads to excellence and is expressed with subsequent maturity levels. The research is focused on identification of the level of absorption of knowledge of contemporary solutions in logistics, grouped in a concept of Logistics 4.0, and how that upgrades the organizational maturity of a company. The research was conducted with CAWI (Computer-Assisted Web Interview), including three questions and a basic query on experts&rsquo, qualifications. The general conclusion from the research was that to reach a higher level of maturity, a higher level of knowledge absorption is required. However, searching for differences in absorption of solutions within physical flows, information flows and managerial methods seem to be an interesting issue and promising field for further research.

The particular characteristics of spare parts have prompted several authors to provide substantial results for effective spare parts supply chain management. In this context, the purpose of this paper is to present the significant contributions that researchers have proposed, over time, for the management of spare parts supply chain. The literature has shown that the particular characteristics of spare parts have a significant impact on inventory performance and customer demand fulfillment. For this reason, most of the contributions were focused on spare parts classification methods, forecasting methods and inventory optimization. The focus of researchers on some areas of spare parts management allowed us to identify some promising perspectives that were not developed in literature, such as the development of performance measurement frameworks for spare parts supply chain and the measurement of organizational maturity.

Knowledge democratization is essential to innovation strategy formulation and execution. It is the culture in which organizational strategies are embraced to create shared added-value. This paper provides a framework through which companies can develop democratic corporate entrepreneurship and intrapreneurship operations and strategies. The Company Democracy Model is used as the method based on which knowledge democratization is built by providing a structured path to satisfy the pre-conditions, post conditions and evolution of such initiatives. In this attempt, the Company Democracy Model integrates the McKinsey’s 3 horizon model for organizational growth. The integration of the two models creates a knowledge based corporate entrepreneurship and intrapreneurship transformation strategy, supported by phases, stages, and goals. Furthermore, this integration is projected in a 3-dimensional space where the horizontal business development, of the McKinney 3 Horizons, affects the vertical organizational maturity, of the Company Democracy Model, through innovation development inside or outside the organization.

Este trabajo de investigación corresponde al planteamiento de una propuesta de implementación de una oficina de gestión de proyectos PMO, con base en los habilitadores organizacionales de compañías del sector de consultoría e interventoría en sucursales de multinacionales, debido a que éstas presentan dificultades al tratar de implementar estándares por al nivel de madurez que tiene cada sucursal. El aporte es profundizar acerca de la aplicación de los habilitadores organizacionales como elemento potencializador de la madurez en gestión de proyectos y cómo esto a su vez puede ser utilizado para la determinación de las necesidades a abordar en un proceso de implementación de una PMO. This research work corresponds to the proposal of an implementation proposal for a PMO project management office, based on the organizational enablers of companies in the consulting and auditing sector in branches of multinationals, because they present difficulties when trying to implement standards due to the level of maturity of each branch. The contribution is to deepen about the application of organizational enablers as a potential element of maturity in project management and how this in turn can be used to determine the needs to be addressed in a process of implementation of a PMO. Magíster en Gerencia de Proyectos

Resumen Se presentan los resultados de un proyecto cuyo objetivo fue realizar un diagnóstico de procesos con enfoque de madurez, de pequeñas empresas manufactureras en México, con la intención de obtener datos de su situación actual como insumo para el futuro planteamiento de propuestas de mejora. En este artículo se muestra una síntesis de la literatura relacionada al tema de madurez organizacional, donde se detecta que son pocos los modelos aplicables a este tipo empresas, y menores aún aquellos con enfoque adecuado para el diagnóstico de procesos, por lo que se utilizó el modelo de la Arquitectura del Desempeño Organizacional en una Cadena de Suministro (ADOCS), el cual establece doce procesos organizacionales agrupados en cuatro categorías, y se diseñan instrumentos en formato de rúbrica para identificarei nivel de cumplimiento de cada proceso con respecto a ideales establecidos a partir de modelos teóricos, calculando el nivel de madurez alcanzado de los cuatro propuestos. Los hallazgos muestran que la mayoría de estas empresas operan con un nivel de madurez artesanal, lo cual indica que se tiene conocimiento general sobre el enfoque de mejora continua, pero no se han formalizado ni sistematizado los procesos, aunque si se implementan esporádicamente mejoras con un enfoque correctivo. Abstract This research paper aims at presenting the results of a project whose objective was to diagnose processes with a maturity approach, of small manufacturing companies in Mexico trying to collect data of their current situation as an input for the future formulation of improvement proposals. Similarly, this study shows a synthesis of the literature on organizational maturity where few models that may be applied to this type of companies are detected, and even less those with an appropriate focus for the diagnosis of processes. For this, the Model for the Architecture of Organizational Performance in a Supply Chain (ADOCS by its abbreviation in Spanish) was used, which establishes twelve organizational processes grouped into four categories, thus designing instruments in a rubric format to identify the level of compliance of each process with respect to the ideals established, emanating from theoretical models, calculating the level of maturity reached by the four categories proposed. Finally, findings show that the majority of these companies operate at a handcrafted level of maturity, indicating that there is general knowledge about the continuous improvement approach, but processes have not been formalized or systematized, although improvements are sporadically implemented with a corrective approach. Resumo Apresentamos os resultados de um projeto cujo objetivo foi diagnosticar processos com um enfoque de maturidade, de pequenas empresas de manufatura no México, com a intenção de obter dados de sua situação atual como insumo para uma futura proposta de melhoria. Este artigo mostra uma revisão da literatura relacionada ao tema da maturidade organizacional, onde se detecta que existem poucos modelos aplicáveis a este tipo de empresas, e ainda menos aqueles com um enfoque adequado para o diagnóstico de processos, de modo que se utilizou o modelo da Arquitetura de Desempenho Organizacional em uma Cadeia de Fornecimento (ADOCS), que estabelece doze processos organizacionais agrupados em quatro categorias, e se desenharam rubricas para identificar o nível de conformidade de cada processo em relação aos ideais estabelecidos partindo de modelos teóricos, calculando o nível de maturidade atingido dos quatro propostos. Os resultados mostram que a maioria dessas empresas opera com um nível de maturidade artesanal, o que indica que há um conhecimento geral sobre a abordagem de melhoria contínua, mas os processos não foram formalizados ou sistematizados, embora as melhorias sejam esporadicamente implementadas com uma abordagem corretiva. Résumé Nous présenterons dans cet article les résultats d'un projet dont l'objectif est le diagnostic des processus de maturité des petites entreprises manufacturières mexicaines pour obtenir des données de leur situation actuelle, étape préalable à des propositions d'amélioration. Une synthèse de la littérature sur le thème de la maturité organisationnelle sera également arborer, montrant que peu de modèles sont effectivement applicables à ce type d'entreprises, même à celles ayant une orientation adéquate pour le diagnostic des processus. Le modèle d'architecture de la performance organisationnelle établit une chaîne d'approvisionnement (APOCS) comprenant douze processus organisationnels, regroupés en quatre catégories, dont les instruments sont conçus pour déterminer le niveau de conformité de chaque processus par rapport aux modèles théoriques. Les résultats révèlent que la plupart des entreprises étudiées opèrent à un niveau de maturité artisanale, qu'il existe des connaissances générales de l'approche d'amélioration continue mais que les processus n'ont été ni formalisés ni systématisés malgré que des améliorations soient sporadiquement mises en œuvre de manière corrective.

Background: The following paper was developed to assess maturity levels in regards to sustainable development goals. Highly unstable business environment and opportunities occurring on the market require effective and quick decision making process. It is a challenge to follow such dynamic changes within and outside organization while maintaining sustainable goals. However authors state that this is possible thanks to modern concepts and available tools – Industry 4.0 concept or Business Intelligence to name only few. Those concept support making business decisions based on well gathered, analyzed data and setting sufficient strategy which promotes sustainable goals and allows organization to mature. Methods: Authors based their own maturity model on identified in literature maturity models and international standard: PN-EN ISO 9004:2000. Results: Authors have defined five maturity levels, each described with several features. On the basis of prepared tables one can define maturity level of organization. Additionally, further steps of development can be indicated and enforced in organizational strategy. Conclusions: Application of sustainable development within organizational maturity can mitigate reaching sustainable targets. It is important to understand relations between maturity level of organization and sustainable development goals. By improving its maturity, organization should in parallel develop further sustainable measures.