Difference between revisions of "Enterprise IT Maturity Assessments"

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<tr><td><strong>People</strong></td>
 
<tr><td><strong>People</strong></td>
<td><li></li></td>
+
<td><ul><li>Success depends on individual heroics.</li>
<td><li></li></td>
+
<li>“Fire fighting is a way of life.”</li>
<td><li></li></td>
+
<li>Relationships between disciplines are uncoordinated, perhaps even adversarial.</li></ul></td>
<td><li></li></td>
+
<td><ul><li>1. Success depends on individuals and management system supports.
<td><li></li></td></tr>
+
2. Commitments are understood and managed.
 +
People are trained.</li></ul></td>
 +
<td><ul><li>1. Project groups work together, perhaps as an integrated product team.
 +
Training is planned and provided according to roles.</li></ul></td>
 +
<td><ul><li>A strong sense of teamwork exists within each project.</li></ul></td>
 +
<td><ul><li>1. A strong sense of teamwork exists across the organization.
 +
Everyone is involved in process improvement.</li></ul></td>
 +
</tr>
  
 
<tr><td><strong>Process</strong></td>
 
<tr><td><strong>Process</strong></td>
<td><li></li></td>
+
<td><ul><li>Few stable processes exist or are used.</li></ul></td>
<td><li></li></td>
+
<td><ul><li>Documented and stable estimating, planning, and commitment processes are at the project level.</li></ul></td>
<td><li></li></td>
+
<td><ul><li>Integrated management and engineering processes are used across the organization.</li></ul></td>
<td><li></li></td>
+
<td><ul><li>Processes are quantitatively understood and stabilized.</li></ul></td>
<td><li></li></td></tr>
+
<td><ul><li>Processes are continuously and systematically improved.</li></ul></td>
 +
</tr>
  
 
<tr><td><strong>Technology</strong></td>
 
<tr><td><strong>Technology</strong></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td></tr>
+
<td><ul><li></li></ul></td>
 +
</tr>
  
 
<tr><td><strong>Measurement</strong></td>
 
<tr><td><strong>Measurement</strong></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td>
+
<td><ul><li></li></ul></td>
<td><li></li></td></tr>
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<td><ul><li></li></ul></td>
 +
</tr>
  
  
 
</table>
 
</table>

Revision as of 05:28, 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.
  • 1. Success depends on individuals and management system supports.

    2. Commitments are understood and managed.

    People are trained.
  • 1. 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.
  • 1. 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
Measurement