Levels of management maturity ( Eng. Modeling Maturity Levels ) - the stages of development of the organization in accordance with standardized models for assessing the level of management maturity. Passed by each organization consistently and determined by various characteristics, including mission, values, strategy, organizational structure. Transitions from level to level make the organization more competitive.
Content
Management maturity assessment models
Universal models for assessing the level of management maturity:
- CMMI - Capability Maturity Model Integration - a set of models (methodologies) for improving processes in organizations of different sizes and activities
- “20 keys”
In the field of information technology:
- CMM - Capability Maturity Model - Software Development Capability Maturity Model
- GOST R ISO / IEC 15504-xx Information technology. Process evaluation [1] [2] [3] [4] [5] (English: ISO / IEC 15504 [1] ),
- A series of standards based on GOST R ISO / IEC 33001 "Information technology - Process evaluation" [6] [7] [8] [9] (English: ISO / IEC 33001 [2] ),
In the field of project management:
- P3M3 - Portfolio, Program and Project Management Maturity Model - Portfolio, Program and Project Management Maturity Model
- OPM3 - Organizational Project Management Maturity Model - Organizational Project Management Maturity Model
Management Maturity Measurement System
Process improvement involves a phased / smooth process. In CMMI , CMM , ISO 15504, P3M3 these stages are formalized - there are 5 levels of maturity, each of which indicates the maturity of the organization's processes.
| Management Maturity Level | 0. "Missing" | one. "Elementary" | 2. “Managed” (“Repeatable”) | 3. “Defined” (“Standardized”) | four. "Measurable" | five. "Optimized" ("Improved") |
|---|---|---|---|---|---|---|
| Description from a process perspective | The processes are unpredictable, uncontrollable. Processes do not appear in response to certain events. | The processes are unpredictable, poorly controlled . Processes appear in response to certain various events. | Processes are defined at the project level. Processes often appear in response to certain events. | Processes are defined throughout the organization. Processes are executed in advance Processes are constructed from the beginning (from sources) to the result (to the consumer) | Processes are measured and controlled. Processes are constructed "vice versa" - from the expected result (from the consumer) to the beginning (to the sources) | Focus on Process Improvement |
| Predictability of Result | Can't achieve result | Can achieve a result | Can achieve results on time | It can achieve results on time and efficiently. | Maybe on time, efficiently and within a predetermined budget | Maybe on time, efficiently, within the framework of a predetermined budget, with long-term perspective innovative leadership of the organization in the market |
| Possible risks | Maximum risk | Perhaps not on time, poorly, over budget | Possibly poor quality, over budget | Possible over budget | Minimal risks in a tactical perspective. Possible risks in a strategic perspective | Minimal risks in tactical and strategic perspectives |
| Credit rating | D | C, CC | CCC, B | BB, BBB | A, AA | AAA, AAA + |
| Typical Management Methods | not | + Situational management (“Ad hoc”) | + Project Management | + Process Management | + Goal Management ( Strategic Management ) | + Knowledge Management |
| + Monitoring the execution of orders | + Time Management | + Quality Management | + Performance Management | + Innovation Management | ||
| + Change Management | ||||||
| Characteristic organizational structure | not | + Hierarchical structure | + Project teams | + "Conveyors" | + Matrix organizational structure | + Network Organization Chart |
| Typical Issues | not | Who (does)? | Where (to do)? When (to do)? | How to (do)? | Why (do all this)? | Why (is this happening)? |
| What (being processed, should succeed)? | How much (to do)? | How else (can this be done)? | ||||
| What to upgrade ? | ||||||
| Characteristic motivation | not | Who is more important? | Who is faster? | Who is better? | Who is more effective? | Who is more inventive? |
“+” - means that as the level of maturity of the management increases, the corresponding additional management style is organically added, while the added management style is based on previous management styles, does not contradict them, does not exclude them, but imposes additional restrictions and conditions.
Notes
- ↑ GOST R ISO / IEC 15504-1-2009. Information Technology. Process evaluation. Part 1. Concept and vocabulary . docs.cntd.ru. Date of treatment August 17, 2017.
- ↑ GOST R ISO / IEC 15504-2-2009 Information Technology (IT). Process evaluation. Part 2. Assessment . docs.cntd.ru. Date of treatment August 17, 2017.
- ↑ GOST R ISO / IEC 15504-3-2009 Information Technology (IT). Process evaluation. Part 3. Guidance on the assessment . docs.cntd.ru. Date of treatment August 17, 2017.
- ↑ GOST R ISO / IEC 15504-4-2012 Information Technology (IT). Process evaluation. Part 4. Application guidance for improving and evaluating process capabilities . docs.cntd.ru. Date of treatment August 17, 2017.
- ↑ GOST R ISO / IEC 15504-5-2016 Information Technology (IT). Process evaluation. Part 5. Sample model for evaluating software life cycle processes, GOST R dated November 01, 2016 No. ISO / IEC 15504-5-2016 . docs.cntd.ru. Date of treatment August 16, 2018.
- ↑ GOST R ISO / IEC 33001-2017 Information technology (IT). Process evaluation. Concepts and terminology, GOST R of May 26, 2017 No. ISO / IEC 33001-2017 . docs.cntd.ru. Date of treatment August 16, 2018.
- ↑ GOST R ISO / IEC 33002-2017 Information technology (IT). Process evaluation. Requirements for the evaluation of the process, GOST R of May 26, 2017 No. ISO / IEC 33002-2017 . docs.cntd.ru. Date of treatment August 16, 2018.
- ↑ GOST R ISO / IEC 33003-2017 Information technology (IT). Process evaluation. Requirements for process measurement systems, GOST R of May 26, 2017 No. ISO / IEC 33003-2017 . docs.cntd.ru. Date of treatment August 16, 2018.
- ↑ GOST R ISO / IEC 33004-2017 Information technology (IT). Process evaluation. Requirements for reference process models, process evaluation models and maturity models, GOST R dated March 03, 2017 No. ISO / IEC 33004-2017 . docs.cntd.ru. Date of treatment August 16, 2018.
Sources
Literature
- Aachen D., Claus A., Turner R. CMMI: Integrated Approach to Process Improvement. A practical introduction to the model. - M: IFC, 2005, 300 pp., ISBN 5-85389-082-4
- Anshin V., Ilyina O. Study of the assessment methodology and maturity analysis of project portfolio management in Russian companies, Infra-M, 200s., 2010, ISBN 978-5-16-004146-9
- Kobayashi I. 20 keys to business improvement. Practical Program of Revolutionary Transformations in Enterprises - M: Standards and Quality, 2007, 248 pp., ISBN 978-5-94938-053-6
- Russell A., Miller G., Davis D. The Information Revolution. The Way to Corporate Mind - Alpina Digital, 2008, 250 pp., ISBN 978-5-9614-2359-4 - Read a book on Goole Books
Standards
- GOST R ISO / IEC 15504-1-2009 Information technology. Process evaluation. Part 1. Concept and dictionary; GOST R ISO / IEC 15504-2-2009 Information technology. Process evaluation. Part 2. Assessment; GOST R ISO / IEC 15504-3-2009 Information technology. Process evaluation. Part 3. Guidelines for conducting the assessment; GOST R ISO / IEC 15504-4-2012 Information technology. Process evaluation. Part 4. Application guidelines for improving and evaluating process capabilities; GOST R 56566-2015 / ISO / IEC TS 15504-9: 2011 Information technology. Process evaluation. Part 9. Target process profiles
- GOST R ISO / IEC 21827-2010 Information technology. Security methods and tools. Security systems design. Process Maturity Model
Publications
- Biryukov A.N., Kletskikh D.Yu. A method for assessing the maturity of an organization using the bpmm model and its implementation // Business Informatics. 2011. No3 (17) [3]
- Zaguskin N.N. Comparative characteristics of maturity models for managing processes, projects, knowledge of ISK member organizations at the stages of their transformational development // successes in modern natural sciences. 2014. No1 [4]
- Ibbs K., Kwok J. Assessment of the maturity of project management processes [5]
- Ilyina O.N. Assessment of the level of project management maturity in the organization / Journal of Russian Entrepreneurship No. 11 Issue. 1 (122) for 2008, pp. 26-30
- Korovkina N.L., Trushkina E.P. Development of a model for quantifying the level of maturity of IT project management // business informatics. 2010. No4 [6]
- Polkovnikov A., Terpugov A., Belozerov A. What are project management maturity models? [7]
- Mishin S.A. Organization Maturity Levels: Measurement and Achievement [8]
- Rusyakova M. Review of modern models for assessing the maturity of project management // Young Scientist. - 2014. - No. 11. - S. 230-236. [9]
- Sambursky G.A., Ravikovich V.I., Khrapov I.V. A comprehensive assessment of the level of development of the organization’s management system // Bulletin of TSTU. 2012. No1 [10]
- Sarychev D.A. Estimation of maturity and balanced development of project management processes at domestic enterprises // Business Inform. 2014. No.11 [11]
- Talapov V. BIM Technology: Maturity Levels [12]
- Shekhovtsov V.A., Godlevsky M.D., Braginsky I.L. Evaluation and quality management of the software development process based on maturity models // Vezhpt. 2011. No2 (53) [13]
- Maturity scale and improvement of company processes [14]
Video
- Penkov Sergey. "AUR-2012. Management of enterprise maturity levels. Resistance management in the implementation of IT solutions. Experience in improving the activities of JSC VNIPIGazdobycha", Moscow, October 4, 2012. Hall 08. Report on the section "Architecture and Construction" [15]
- Koptelov Andrey. “Improving Management Maturity” [16]
- Pozdneev Boris Mikhailovich, Doctor of Technical Sciences, Professor Lecture 6: "Maturity of processes. Measurement of maturity" from a course of lectures on the theme "Standardization and certification of software" [17]