The purpose of this paper is to develop a comprehensive maturity model for command and control. For this purpose, the inductive research method has been used to design the maturity model. Thus, firstly, the most prominent maturity models in command and control, including the conceptual maturity model, the headquarters maturity model, the NATO model, and the maturity model of integrated command and control centers (ICCCs) were analyzed. Among the studied models, the NATO model is more comprehencive, so we chose it as a basis for developing our model. Then, the stages and variables of maturity were analyzed using the focus group method. The findings of the research show that some important characteristics of the command and control maturity  have been neglected in the basic model. Therefore, the innovation of this research is to add new features to achieve a more comprehensive model. The result is a model containing 5 levels and 20 variables. Validation of the model has been done through comparative study and focus group method, which should be further strengthened by case studies and survey researches.

An organization’s value is substantiated by consistent, high quality processes engineered in its operations and the allocation of the limited resources to achieve the desired objective. Intrinsic to the development of a process are the articulation of a coherent workflow, identification of the optimal skillset required at each stage of the process, and commissioning of the right technology platform. However, processes need to evolve with perceptible changes in the customer mindset, new technologies, exponential growth needs, and the unrelenting pressure on cost reduction. More than ever, organizations today need to institutionalize continual process improvement to avoid the risk of receding into obsolescence. While organizations choose from a menu of process improvement models, it is important to assess the maturity of the end-to-end process and to identify potential gaps and tailored solutions critically and in order. The purpose of this paper is to evaluate and rank the maturity of processes in a consulting firm. To achieve this goal, a review of the literature related to the organization’s process maturity models is provided and thereafter a comprehensive model including factors and confirmed indicators is presented. It continues to assess and discuss the maturity of processes in a consulting firm.

This paper results from a descriptive and survey research. First in this study we explain human resources role and importance of small and medium sized enterprises. Then we review HR approaches& models and while comparing adoptively this models with P-CMM, we mention advantages and disadvantages of this model in comparisons with others rendered models. After that in order to evaluating level of human resources Capability maturity in companies manufacturing automobile spare parts, we analyze data obtained from questionnaires and interviews. Consequently, this research shows that the organizations which have been studied are at the low level of this model and related processes have not been institutionalized.

Background and objectives: Managers in the field of research need the ability to make quick, accurate and intelligent decisions to maintain the survival of the university in competition with other universities. Assessing the smartness position of the research center helps the university to prepare itself for the successful implementation of the university's smart-making based on the obtained results and then to invest in such a serious and important activity. This study sought to assess the maturity of smart-making in the research center in Amin Police University. Methodology: The approach of this research is a combination of qualitative and quantitative approaches. In terms of its objectives this study is of an applied research type and in terms of its method it is considered as a descriptive-analytical study. The statistical population consists of information technology and research experts from research centers of other universities and I. R. I Police. This research has been conducted in three stages: 1-Extraction of smart-making assessment components through nominal group method and Delphi validation method, 2-Selection of the best basic model of maturity assessment through systematic literature review and in a quantitative part through two test methods of "Chi-square" and "weighted sum" methods using questionnaire tools and SPSS and Expert choice software, and 3-Assessing the smartness maturity of the research center through a questionnaire tool. Findings: The University's research center covers 57. 14% of the second level of maturity, 55. 55% of the third level of maturity, 90. 32% of the fourth level of maturity and 58. 33% of the fifth level of smartness maturity. Results: To increase productivity, it is necessary to put the activities of the organization in a targeted direction. The most calculated gap was related to the indicators of the third level of maturity and in the fourth level of maturity in favorable conditions. The dashboard presented in this research gives managers and decision makers of organizations a clear view of the status quo of the organization and a view to the future and the situation.

Through this research, I have established a general strategy to appraise an organization against a scale of five process maturity levels whilst maintaining a strong mechanics of (CMMI). Reengineering of industrial (CMMI) proposes a novel method for Industrial Competence ranking of those organizations/companies which are targeting various (CMMI) levels. This approach uses SCAMPI assessment techniques to rank different organizations that fall below certain level of (CMMI) model. Furthermore, it adds the credulous factors, i. e., Score, Reliance and Confidence level for an organization’ s Capability and maturity evaluation. The benefit of proposed model is, that an organization can set its objectives to achieve target level of (CMMI) model, and it could be differentiated from less mature organizations at same level. This technique not only reclassifies the (CMMI) levels but also exposes various confidence factors.

Achieving business-IT alignment is one of the main purposes and also challenges of organizations. Many studies have indicated the importance of aligning information systems (IS) function with other business functions. The main purpose of this survey is evaluating business-IT alignment focusing on social and technical dimensions of business-IT alignment in Bank Mellat. The data was collected through a questionnaire which was designed based on Capability maturity model Integration ((CMMI)) and also the models provided by Reich and Benbasat (2000), and Lee et al. (2008). By using three questionnaires, the status of social and technical dimensions of business-IT alignment has been investigated under 3 groups of questions: (a) Business-IT strategic planning alignment; (b) Business-IT processes, organization and relationships, and (c) Managing IT human resources and training users. The collected data was analyzed by applying onetailed T-Test, ANOVA and Tukey-Kramer post- test. The results of analysis show that the status of all technical indicators was at ‘Defined’ stage, while there was some weakness in social dimension of business-IT alignment. Also, the overall results show that the status of business-IT alignment regarding all of the three mentioned dimensions is at ‘Defined’ stage. A comparative analysis of the results that has focused on the perceptions of different sample respondent groups show significant differences between the perceptions of external auditors who believe in ‘Repeatable’ level of business-IT alignment and other respondent groups who believe in ‘Defined’ level of business-IT alignment toward all three mentioned dimensions.

In this study marketing maturity model has been used in Iran Transfo Corporation. For this purpose, the five levels process maturity model has been applied. The statistical population includes managers, supervisors and experts of marketing and sales at Iran Transfo Corporation and due to its small size, the entire population has been studied as the sample of research. 11 questionnaires have been used for data collection; its validity has been confirmed by content validity analysis and its reliability has been approved by Cronbach’s Alpha. The results imply that none of the marketing processes are at fifth and fourth levels, while out of them, eight are at the third and three are at the second level.

Purpose: Challenges associated with changes in the last ten years confirmed the importance of the use of the software by businesses. Today, organizations are viewed differently the cost and quality of software. While the IS organization formally reduce redundant development and engineering costs, the basic nature of the software in a product or service on the evaluation is development process. Thus, organizations are looking for effective software development. Methodology: In this study, Six Sigma methodology is used which focuses on improving the process and reducing variability. Six Sigma projects use one of two DMAIC and DFSS methodologies. Findings: Although the two dominant approaches are available, But if they are participating. One of the solutions containing is (CMMI) model that is as a framework for improvement in the methods and service delivery. Another option is to use the Six Sigma program to articulate the issues of quality and customer satisfaction. It is necessary to understand whether these attitudes are compatible to use with integrated systems or should be used independently of each other. Originality/Value: This paper addresses the issues of coherence and consistency of these two methodologies and checks their coherence strategies.

maturity models were introduced with the advancement, development and application of technologies and are considered as management topics. maturity models have levels that each level includes the characteristics related to it. Using maturity models, the effectiveness and performance of the organization can be evaluated. In the present study, articles on maturity models and maturity Capability models with a qualitative approach and meta-combined method are reviewed. In addition to examining maturity models in different fields and examining the dimensions of that maturity model, the ability to evaluate the performance and effectiveness of university libraries should be examined. The existing writings on maturity models are based on their translation and interpretation. Based on this, 93 valid sources in the field of maturity models and 37 sources in the field of maturity models of Capability and university libraries were examined. By analyzing the sources, 3 categories, 9 indicators and 21 codes for the characteristics of each level were obtained for the maturity model of university libraries. Based on the results, the technical category and the concept of hardware and software systems have the first rank and are of higher importance. The maturity model of university libraries helps library and university administrators to plan for the promotion of each level and reach the ideal level by determining and evaluating the characteristics of each level.

maturity models were introduced with the advancement, development and application of technologies and are considered as management topics. maturity models have levels that each level includes the characteristics related to it. Using maturity models, the effectiveness and performance of the organization can be evaluated. In the present study, articles on maturity models and maturity Capability models with a qualitative approach and meta-combined method are reviewed. In addition to examining maturity models in different fields and examining the dimensions of that maturity model, the ability to evaluate the performance and effectiveness of university libraries should be examined. The existing writings on maturity models are based on their translation and interpretation. Based on this, 93 valid sources in the field of maturity models and 37 sources in the field of maturity models of Capability and university libraries were examined. By analyzing the sources, 3 categories, 9 indicators and 21 codes for the characteristics of each level were obtained for the maturity model of university libraries. Based on the results, the technical category and the concept of hardware and software systems have the first rank and are of higher importance. The maturity model of university libraries helps library and university administrators to plan for the promotion of each level and reach the ideal level by determining and evaluating the characteristics of each level.