Implementing “CMMI for Services” in the tourism industry

Inhaltsverzeichnis (Table of Contents)

• 1 INTRODUCTION
  • 1.1 PROCESS IMPROVEMENT IN THE SERVICE SECTOR
    • 1.1.1 IMPORTANCE OF SYSTEMATIC PROCESS IMPROVEMENT
    • 1.1.2 CMMI-SVC - A NEW IMPROVEMENT STANDARD FOR THE SERVICE SECTOR
  • 1.2 RESEARCH TOPIC
    • 1.2.1 INTERPRETING THE NEW STANDARD FOR TOURISM SERVICES
    • 1.2.2 DERIVING RESEARCH QUESTIONS
  • 1.3 STRUCTURE OF THE THESIS
• 2 THE "CMMI FOR SERVICES” (CMMI-SVC) MODEL
  • 2.1 CAPABILITY MATURITY MODELS
  • 2.2 ABSTRACTION LEVELS IN PROCESS IMPROVEMENT
  • 2.3 CMMI CONSTELLATIONS
    • 2.3.1 COMMON AND SPECIFIC COMPONENTS
    • 2.3.2 TRAINING COURSES AND APPRAISALS
  • 2.4 CMMI-SVC COMPONENTS
    • 2.4.1 OVERVIEW
    • 2.4.2 PROCESS AREAS
    • 2.4.3 GENERIC GOALS AND GENERIC PRACTICES
    • 2.4.4 CAPABILITY AND MATURITY LEVELS
    • 2.4.5 KEY TERMS
    • 2.4.6 PROCESS AREA RELATIONSHIPS
    • 2.4.7 SERVICE LIFECYCLE
• 3 THE TOURISM INDUSTRY
  • 3.1 DEFINITION
  • 3.2 TOUR OPERATORS - THE MAIN PLAYERS
  • 3.3 SERVICES - THE MAIN PRODUCTS
  • 3.4 QUALITY MANAGEMENT
    • 3.4.1 PHASES IN THE DEVELOPMENT OF THE TOURISM INDUSTRY
    • 3.4.2 IMPORTANCE OF PRODUCT AND SERVICE QUALITY IN TOURISM
    • 3.4.3 CHALLENGES OF CONTROLLING QUALITY IN TOURISM
  • 3.5 SUSTAINABLE TOURISM
    • 3.5.1 SUSTAINABLE DEVELOPMENT AS THE BASIS FOR SUSTAINABLE TOURISM
    • 3.5.2 GLOBAL SUSTAINABLE TOURISM CRITERIA (GSTC)
    • 3.5.3 RELATIONSHIP BETWEEN SUSTAINABLE DEVELOPMENT AND QUALITY
• 4 INTERPRETATION METHOD
  • 4.1 SCOPE DEFINITION
    • 4.1.1 SELECTING A SUBSECTION OF THE TOURISM INDUSTRY
    • 4.1.2 SELECTING A SUBSECTION OF CMMI-SVC
  • 4.2 INTERPRETATION CONVENTIONS FOR CMMI-SVC
    • 4.2.1 PROCESSES, ROLES AND WORK PRODUCTS
    • 4.2.2 GENERIC GOAL 2
    • 4.2.3 PROCESS AREAS
    • 4.2.4 INTERPRETATION ORDER
• 5 INTERPRETATION OF CMM-SVC FOR A TOUR OPERATOR
  • 5.1 ROLES AND WORK PRODUCTS AT FTO
  • 5.2 INTERPRETING GENERIC GOAL 2
    • 5.2.1 GP 2.1-ESTABLISH AN ORGANIZATIONAL POLICY
    • 5.2.2 GP 2.2-PLAN THE PROCESS
    • 5.2.3 GP 2.3 - PROVIDE RESOURCES
    • 5.2.4 GP 2.4 - ASSIGN RESPONSIBILITY
    • 5.2.5 GP 2.5-TRAIN PEOPLE
    • 5.2.6 GP 2.6 - MANAGE CONFIGURATIONS
    • 5.2.7 GP 2.7 - IDENTIFY AND INVOLVE RELEVANT STAKEHOLDERS
    • 5.2.8 GP 2.8- MONITOR AND CONTROL THE PROCESS
    • 5.2.9 GP 2.9 - OBJECTIVELY EVALUATE ADHERENCE
    • 5.2.10 GP 2.10 - REVIEW STATUS WITH HIGHER LEVEL MANAGEMENT
  • 5.3 INTERPRETING PROCESS AREAS
    • 5.3.1 STSM - STRATEGIC SERVICE MANAGEMENT
    • 5.3.2 SSD - SERVICE SYSTEM DEVELOPMENT
    • 5.3.3 REQM - REQUIREMENTS MANAGEMENT
    • 5.3.4 SST-SERVICE SYSTEM TRANSITION
    • 5.3.5 CAM - CAPACITY AND AVAILABILITY MANAGEMENT
    • 5.3.6 SCON - SERVICE CONTINUITY
    • 5.3.7 IRP INCIDENT RESOLUTION AND PREVENTION
    • 5.3.8 SD SERVICE DELIVERY
    • 5.3.9 SAM- SUPPLIER AGREEMENT MANAGEMENT
  • 5.4 CONCLUSION AND CRITICAL REVIEW
• 6 COMBINATION OF THE GSTC AND CMMI-SVC
  • 6.1 COMBINATION METHOD
    • 6.1.1 COMPARING GSTC AND CMMI STRUCTURES
    • 6.1.2 COMBINATION ALTERNATIVES
  • 6.2 COMBINING THE GSTC AND CMMI-SVC USING DIFFERENT TOPICS
    • 6.2.1 POLICY HANDLING
    • 6.2.2 PLANNING
    • 6.2.3 TRAINING
    • 6.2.4 STAKEHOLDER INVOLVEMENT
    • 6.2.5 REQUIREMENTS MANAGEMENT
    • 6.2.6 MEASUREMENTS
    • 6.2.7 SUPPLIER MANAGEMENT
  • 6.3 CONCLUSION AND CRITICAL REVIEW
• 7 QUALITY PROGRAMS USED IN THE GERMAN TOURISM INDUSTRY
  • 7.1 IDENTIFYING QUALITY PROGRAMS
  • 7.2 EFQM, ISO AND SERVICEQUALITY
    • 7.2.1 EFQM
    • 7.2.2 ISO
    • 7.2.3 SERVICEQUALITY (SERVICEQ)
  • 7.3 SELECTING AN APPROPRIATE QUALITY PROGRAM
    • 7.3.1 SELECTION BASED ON COMPARISON
    • 7.3.2 CHARACTERISTICS OF QUALITY PROGRAMS
    • 7.3.3 CHARACTERISTICS OF CMMI-SVC
• 8 CMMI-SVC AS A GERMAN TOURISM INDUSTRY QUALITY MODEL
  • 8.1 SMALL ORGANIZATIONS DOMINATE THE TOURISM INDUSTRY
    • 8.1.1 DEFINITION OF SMES
    • 8.1.2 HOW APPROPRIATE ARE QUALITY PROGRAMS FOR SMES?
    • 8.1.3 CMMI-SVC FOR SMALL ORGANIZATIONS
  • 8.2 PAVING THE WAY FOR CMMI-SVC USING SERVICEQ
    • 8.2.1 CMMI-SVC AS A RECOGNIZED QUALITY PROGRAM FOR SERVICEQ LEVEL III
    • 8.2.2 How CMMI-SVC AND SERVICEQ CAN COMPLEMENT EACH OTHER
  • 8.3 SWOT ANALYSIS OF CMMI-SVC
  • 8.4 CONCLUSION AND CRITICAL REVIEW
• 9 CONCLUDING REMARKS
  • 9.1 CHALLENGES FACED WHEN WRITING THE THESIS
  • 9.2 FUTURE RESEARCH TOPICS
• 10 LIST OF LITERATURE

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This master thesis examines the applicability of the Capability Maturity Model Integration for Services (CMMI-SVC) to the tourism industry. Its primary objective is to interpret the new standard's requirements for tourism services, focusing specifically on tour operators. The work aims to address how CMMI-SVC can contribute to sustainable tourism service development and quality management within this sector.

• The adaptation and implementation of CMMI-SVC in the context of tourism services.
• The role of CMMI-SVC in enhancing service quality and sustainable tourism practices.
• The potential benefits and challenges of utilizing CMMI-SVC for tour operators.
• The comparison of CMMI-SVC with existing quality management programs in the German tourism industry.
• The integration of CMMI-SVC and the Global Sustainable Tourism Criteria (GSTC) for a sustainable approach to tourism service development.

Zusammenfassung der Kapitel (Chapter Summaries)

• Chapter 1 provides an introduction to the thesis, outlining the importance of process improvement in the service sector and the emergence of CMMI-SVC as a new standard. It defines the research topic, focusing on interpreting CMMI-SVC for tourism services and deriving relevant research questions.
• Chapter 2 offers a comprehensive overview of the CMMI-SVC model, its structure, components, and key terms. It examines capability maturity models, abstraction levels in process improvement, and the different components of CMMI-SVC, including process areas, generic goals and practices, and capability and maturity levels.
• Chapter 3 provides context by defining the tourism industry, outlining the role of tour operators, and exploring the nature of tourism services. It delves into the importance of quality management in the tourism industry, addressing challenges of controlling quality, and presenting a thorough discussion on sustainable tourism and its relationship with quality.
• Chapter 4 outlines the methodology used for interpreting CMMI-SVC, including scope definition, selection of a subsection of the tourism industry and CMMI-SVC, and defining specific interpretation conventions. This chapter details the approach for translating CMMI-SVC concepts into the context of tourism service provision.
• Chapter 5 presents the interpretation of CMMI-SVC for a tour operator, focusing on the roles and work products involved in this context. It interprets Generic Goal 2, analyzing the corresponding generic practices and their application in tourism service management. The chapter also dives into the interpretation of key process areas within CMMI-SVC, highlighting their relevance to tour operator operations.
• Chapter 6 explores the combination of the Global Sustainable Tourism Criteria (GSTC) and CMMI-SVC. It presents a methodology for comparing these frameworks, examining their respective structures and identifying potential integration points. This chapter explores alternative approaches for combining the GSTC and CMMI-SVC, focusing on specific topics like policy handling, planning, training, stakeholder involvement, requirements management, measurements, and supplier management.
• Chapter 7 examines quality programs used in the German tourism industry, including EFQM, ISO, and SERVICEQUALITY. This chapter identifies the characteristics of these programs and compares them to CMMI-SVC, highlighting their strengths and weaknesses.
• Chapter 8 investigates the applicability of CMMI-SVC for small organizations, which dominate the tourism industry. This chapter defines SMEs and discusses the appropriateness of quality programs for these businesses. It explores the potential for using SERVICEQ as a stepping stone towards adopting CMMI-SVC and analyzes the strengths and weaknesses of CMMI-SVC through a SWOT analysis.

Schlüsselwörter (Keywords)

The key terms and focus topics of this thesis revolve around the application of CMMI-SVC in the tourism industry. This includes concepts such as process improvement, service quality, sustainable tourism, and quality management programs. Additionally, the work focuses on the interpretation of CMMI-SVC for tour operators, highlighting the roles and work products involved in this context. Specific emphasis is placed on the integration of CMMI-SVC with the Global Sustainable Tourism Criteria (GSTC), aiming to create a framework for sustainable tourism service development.