Difference between revisions of "Enterprise IT Maturity Assessments"

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Capability maturity for EIT refers to its ability to reliably perform. Maturity is a measured by an organization’s readiness and capability expressed through its people, processes, data and technologies and the consistent measurement practices that are in place. A typical description of organizational maturity was developed by Stanford’s SLAC National Accelerator Laboratory:
 
Capability maturity for EIT refers to its ability to reliably perform. Maturity is a measured by an organization’s readiness and capability expressed through its people, processes, data and technologies and the consistent measurement practices that are in place. A typical description of organizational maturity was developed by Stanford’s SLAC National Accelerator Laboratory:
  
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<table>
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<table cellborder="1">
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<tr><th>&nbsp;</th>
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<tr><th width="15%">&nbsp;</th>
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<th>Level 1<br />
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<th width="17%">Level 1<br />
 
Performed</th>
 
Performed</th>
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<th>Level 2<br />
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<th width="17%">Level 2<br />
 
Managed</th>
 
Managed</th>
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<th>Level 3<br />
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<th width="17%">Level 3<br />
 
Established</th>
 
Established</th>
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<th>Level 4<br />
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<th width="17%">Level 4<br />
 
Predictable</th>
 
Predictable</th>
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<th>Level 5<br />
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<th width="17%">Level 5<br />
 
Optimizing</th></tr>
 
Optimizing</th></tr>
  

Revision as of 05:41, 16 December 2016


Capability maturity for EIT refers to its ability to reliably perform. Maturity is a measured by an organization’s readiness and capability expressed through its people, processes, data and technologies and the consistent measurement practices that are in place. A typical description of organizational maturity was developed by Stanford’s SLAC National Accelerator Laboratory:

  Level 1
Performed		 Level 2
Managed		 Level 3
Established		 Level 4
Predictable		 Level 5
Optimizing
People
  • Success depends on individual heroics.
  • “Fire fighting is a way of life.”
  • Relationships between disciplines are uncoordinated, perhaps even adversarial.
  • Success depends on individuals and management system supports.
  • Commitments are understood and managed.
  • People are trained.
  • Project groups work together, perhaps as an integrated product team.
  • Training is planned and provided according to roles.
  • A strong sense of teamwork exists within each project.
  • A strong sense of teamwork exists across the organization. Everyone is involved in process improvement.
Process
  • Few stable processes exist or are used.
  • Documented and stable estimating, planning, and commitment processes are at the project level.
  • Integrated management and engineering processes are used across the organization.
  • Processes are quantitatively understood and stabilized.
  • Processes are continuously and systematically improved.
Technology
  • The introduction of new technology is risky.
  • Technology supports established, stable activities.
  • New technologies are evaluated on a qualitative basis.
  • New technologies are evaluated on a quantitative basis.
  • New technologies are proactively pursued and deployed.
Measurement
  • Data collection and analysis are ad hoc
  • Planning and management data is used by individual projects.
  • Data is collected and used in all defined processes.
  • Data is systematically shared across projects.
  • Data definition and collection are standardized across the organization
  • Data is used to understand the process qualitatively and stabilize it.
  • Data is used to evaluate and select process improvements.
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