Maturity model analyses: year 4, 2006 - technical report 20, 2006 (T20/06)

ICT Test Bed analysis of the maturity model intended to measure organisational progress

Cultivating knowledge sharing through the relationship management maturity model

Purpose - The purpose of this paper is to present the development of the relationship management maturity model (RMMM), the output of an initiative aimed at bridging the gap between business units and the IT organisation. It does this through improving and assessing knowledge sharing between business and IT staff in Finco, a large financial services organisation. Design/methodology/approach - The objectives were achieved by undertaking ethnographic research with the relationship managers (RMs) as they carried out their activities, and developing the RMMM by visualizing the development of a community of practice (CoP) between business and IT. Findings - The RMMM demonstrates a learning mechanism to bridge the business/IT gap through an interpretive approach to knowledge sharing by defining knowledge sharing processes between business and IT and defining the tasks of the relationship managers as facilitators of knowledge sharing. Research limitations/implications - More research is necessary to determine whether the RMMM is a useful tool on which Finco can base the development of RM over the next few years. Practical implications - The RMMM acts as a practical knowledge management tool, and will act as a future reference for the RMs as they attempt to further develop the business/IT relationship. Originality/value - The findings provide an initial endorsement of the knowledge sharing perspective to understand the business/IT relationship. Also, the RMMM can be used to identify problematic issues and develop processes to address them

Using a maturity model to move student engagement practices beyond the generational approach

This paper proposes that the generational approach to conceptualising first year student learning behaviour, while it has made a very useful contribution to understanding that behaviour, can be expanded upon. The generational approach has an explicit focus on student behaviour and it is suggested that a capability maturity model interpretation may provide a complementary extension of that as it allows an assessment of institutional capability to initiate, plan, manage and evaluate institutional student engagement practices. The development of a Student Engagement, Success and Retention Maturity Model (SESR-MM) is discussed along with Australasian FYE generational data and Australian SESR-MM data

Understanding EBLIP at an organizational level: an initial maturity model

Objective - Existing research around evidence based practice in the LIS (library and information science) professional context over the past two decades has captured the experience of individual practitioners, rather than the organization as a whole. Current models of evidence based library and information practice (EBLIP) relate to, and apply predominantly to, individuals or specific scenarios. Yet despite a growing demand from institutional and library leaders for evidence to demonstrate why investments in libraries should continue, little is known about how an organization can enhance its maturity in evidence based practice. This paper addresses this gap by seeking to understand what an evidence based university library looks like and answering the questions: how does a university library leader know the library’s service and practice is evidence based? How can a university library measure and progress its maturity in evidence based practice? Methods - Sixteen semi-structured interviews were conducted with library professionals employed at Australian and New Zealand university libraries. Transcripts were analyzed using thematic analysis techniques. The interviews, combined with a literature review and environmental scan of evidence based practices in university libraries, informed the development of a draft capability maturity model as a framework for developing evidence based practice in university libraries. Results - The model identifies and describes characteristics at five different levels of evidence based practice maturity from least mature (Ad hoc/Sporadic) to most mature (Transforming). Three dimensions of experience help to define the characteristics at each level of maturity and provide a framework to understand how a university library might develop its organizational capacity in evidence based library and information practice. Conclusion - Library leaders and practitioners will benefit from the model as they seek to identify and build upon their evidence based practice maturity, enabling more robust decision-making, a deeper understanding of their clients and demonstration of value and impact to their stakeholders

ICoNOs MM: The IT-enabled Collaborative Networked Organizations Maturity Model

The focus of this paper is to introduce a comprehensive model for assessing and improving maturity of business-IT alignment (B-ITa) in collaborative networked organizations (CNOs): the ICoNOs MM. This two dimensional maturity model (MM) addresses five levels of maturity as well as four domains to which these levels apply: partnering structure, information system (IS) architecture, process architecture and coordination. The model can be used to benchmark and support continuous improvement of B-ITa process areas in CNOs

IT process architectures for enterprises development: A survey from a maturity model perspective

During the last years much has been published about IT governance. Close to the success of many governance efforts are the business frameworks, quality models, and technology standards that help enterprises improve processes, customer service, quality of products, and control. In this paper we i) survey existing frameworks, namely ITIL, ASL and BiSL, ii) find relations with the IT Governance framework CobiT to determine if the maturity model of CobiT can be used by ITIL, ASL and BiSL, and (iii) provide an integrated vista of IT processes viewed from a maturity model perspective. This perspective can help us understand the importance of maturity models for increasing the efficiency of IT processes for enterprises development and business-IT alignment

A Metaverse Maturity Model

Abstract The idea of the Metaverse as a next iteration of the internet gets increasing attention As the development is still in its infancy maturity assessments of the Metaverse in general and of its constituting virtual worlds could provide important input to guiding research and development as well as investments Based on a scientific definition of the Metaverse eight core attributes for its virtual worlds are extracted For each of these attributes five maturity levels are defined Thus a Metaverse maturity model with eight attributes and five maturity levels is propose

IT Outsourcing Maturity Model

This paper presents a model for analysing IT outsourcing maturity in organizations. Organizations outsource their IT for reasons such as cost reduction, access to superior skill sets, focus on core competence, and strategic objectives. Organizations that outsource the development, operational and management of their IT activities to other companies are at various levels of maturity. This study identifies five levels of maturity based on literature review and informal interview discussion with practitioners. The five stages of maturity developed in this research are Insourcing, Forming, Storming, Norming, and Performing. These five stages of maturity are discussed in this paper and the implication for researchers and practitioners are identified

Maturity model for DevOps

Businesses today need to respond to customer needs at unprecedented speed. Driven by this need for speed, many companies are rushing to the DevOps movement. DevOps, the combination of Development and Operations, is a new way of thinking in the software engineering domain that recently received much attention. Since DevOps has recently been introduced as a new term and novel concept, no common understanding of what it means has yet been achieved. Therefore, the definitions of DevOps often are only a part relevant to the concept. When further observing DevOps, it could be seen as a movement, but is still young and not yet formally defined. Also, no adoption models or fine-grained maturity models showing what to consider to adopt DevOps and how to mature it were identified. As a consequence, this research attempted to fill these gaps and consequently brought forward a Systematic Literature Review to identify the determining factors contributing to the implementation of DevOps, including the main capabilities and areas with which it evolves. This resulted in a list of practices per area and capability that was used in the interviews with DevOps practitioners that, with their experience, contributed to define the maturity of those DevOps practices. This combination of factors was used to construct a DevOps maturity model showing the areas and capabilities to be taken into account in the adoption and maturation of DevOps.Hoje em dia, as empresas precisam de responder às necessidades dos clientes a uma velocidade sem precedentes. Impulsionadas por esta necessidade de velocidade, muitas empresas apressam-se para o movimento DevOps. O DevOps, a combinação de Desenvolvimento e Operações, é uma nova maneira de pensar no domínio da engenharia de software que recentemente recebeu muita atenção. Desde que o DevOps foi introduzido como um novo termo e um novo conceito, ainda não foi alcançado um entendimento comum do que significa. Portanto, as definições do DevOps geralmente são apenas uma parte relevante para o conceito. Ao observar o DevOps, o fenómeno aborda questões culturais e técnicas para obter uma produção mais rápida de software, tem um âmbito amplo e pode ser visto como um movimento, mas ainda é jovem e ainda não está formalmente definido. Além disso, não foram identificados modelos de adoção ou modelos de maturidade refinados que mostrem o que considerar para adotar o DevOps e como fazê-lo crescer. Como consequência, esta pesquisa tentou preencher essas lacunas e, consequentemente, apresentou uma Revisão sistemática da literatura para identificar os fatores determinantes que contribuem para a implementação de DevOps, incluindo os principais recursos e áreas com os quais ele evolui. Isto resultou numa lista de práticas por área e por capacidade, que foi utilizado como base nas entrevistas realizadas com peritos em DevOps que, com a sua experiência, ajudaram a atribuir níveis de maturidade a cada prática. Esta combinação de fatores foi usada para construir um modelo de maturidade de DevOps mostrando as áreas e as capacidades a serem levados em consideração na sua adoção e maturação