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Organizational Maturity Levels

Level 1 Performed Peo le Success depends on individual heroics. “Fire fighting is a way of life.” Relationships between disciplines are uncoordinated , perhaps even adversarial. Few stable processes e$ist or are used. Level 2 Managed Success depends on individuals and management system supports. Commitments are understood and managed. People are trained. 'ocumented and stable estimating, planning, and commitment processes are at the pro ect level. "echnology supports established, stable activities. Planning and management data is used by individual pro ects. Level 3 Established Pro ect groups wor! together, perhaps as an integrated product team. "raining is planned and provided according to roles. Level 4 Predictable # strong sense of teamwor! e$ists within each pro ect. Level 5 O timizing # strong sense of teamwor! e$ists across the organi%ation. &veryone is involved in process improvement.



"he introduction of new technology is ris!y. 'ata collection and analysis are ad hoc.


(ntegrated management and engineering processes are used across the organi%ation. *ew technologies are evaluated on a )ualitative basis. 'ata is collected and used in all defined processes. 'ata is systematically shared across pro ects.

Processes are )uantitatively understood and stabili%ed.

Processes are continuously and systematically improved.

*ew technologies are evaluated on a )uantitative basis. 'ata definition and collection are standardi%ed across the organi%ation 'ata is used to understand the process )ualitatively and stabili%e it.

*ew technologies are proactively pursued and deployed. 'ata is used to evaluate and select process improvements.

anaged 0 &stablished 1 Predictable 2 3ptimi%ing From ‘Microsoft Readiness Framework Organizational Readiness White Paper 1 Levels 1 to 5 can e applied to an organization to determine its level of mat!rit" in relation to people# process# technolog"# and meas!rement$ . "he purpose of the process is generally achieved. and there is general agreement that this action is performed as and when re)uired. "here are no easily identifiable wor! products or outputs of the process. 3btaining )uantitative feedbac! enables continuous process monitoring against these goals. - . "he process delivers wor! products of acceptable )uality within defined time scales. /or! products conform to specified standards and re)uirements. (ndividuals within the organi%ation recogni%e that an action should be performed. and improvement is achieved by analysis of the results."P#$E $riteria Levels1 Level + . and the process achieves repeatability in meeting its defined business goals. "his practice leads to a )uantitative understanding of process capability and an improved ability to predict performance. based on the business goals of the organi%ation. "he defined process is performed consistently in practice. "here are identifiable wor! products for the process. tailored versions of standard and documented processes. 3ptimi%ing a process involves piloting innovative ideas and technologies and changing non7effective processes to meet defined goals and ob ectives. Performance of the process is optimi%ed to meet current and future business needs. to achieve its goals. within defined control limits. Level %ame (ncomplete Performed $a ability Level &escri tion "here is a general failure to attain the purpose of the process. 4uantitative process effectiveness and efficiency goals 5targets6 for performance are established. "he resources necessary to establish the process definition are also in place. and these testify to the achievement of the purpose. (ndividual implementations of the process use approved. "he achievement may not be rigorously planned and trac!ed. "he process is performed and managed using a defined process based upon good principles. Performance according to specified procedures is planned and trac!ed. 'etailed measures of performance are collected and analy%ed. "he )uality of wor! products is )uantitatively !nown.