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A UNIFIED STRATEGIC VIEW OF


ORGANIZATIONAL MATURITY

PhD Presentation
ISGI ESC Lille, France

Presenter:
Suhail Iqbal
CEO SysComp International (Pvt.) Ltd.
Research Scholar(Strategic and Project Management), MS(Computer Science),
MBA(MIS), MBA(Mkt), MA(English), BE(Civil Engineering),
MBCS(UK), MIEEE(USA), MACM(USA), MASPRS(USA), MASQ(USA), MCSP(Pak),
I Eng MICE(UK), MIE(Pak), PE(Pak),
PMP, MCT, MCSE2000+I, MCDBA, A+, Network+, iNet+

Speakers Presentation
Experience

A Unified Strategic View of Organizational Maturity Paper presented at PMI Global Congress
Asia Pacific 2005, Singapore
A Unified Strategic View of Organizational Maturity Paper presented at PMI Global Congress
EMEA 2005, Edinburgh, Scotland.
Left Bank Outfall Drain (LBOD) Project A Mega Failure Paper presented on 18 Aug 2005 at
18th Scandinavian Academy of Management (NFF 2005) Meeting, Aarhus, Denmark.
Building and Maintaining Relationships with Project Stakeholders, for The 6th PMI Benelux
Day, at Dorint Sofitel in Amsterdam Airport on 1st Oct 2005.
Challenges of Virtual Project Management In Developing Countries, for the IEEE Engineering
Management Conference (IEMC 2005) presented on 13 Sep 2005 at St Jones, Canada.
Role of Empowerment in Uplifting an Organizations Excellence in Less Developed
Countries (LDC), for the IEEE Engineering Management Conference (IEMC 2005) presented on
13 Sep 2005 at St Jones, Canada.
Multinational/Multicultural Teams in Offshore IT Projects, for the PMI Global Congress 2005Latin America, Congreso Global 2005-Amrica Latin de PMI, has been selected for presentation to
be delivered in a 75 minute session from 28 Oct to 3 Nov 2005.
Creative Maturity - Resolving the Organizational Maturity Conflict, for the PMI Global
Congress 2006-Asia Pacific, is being considered for selection from 27 Feb 1 Mar 2006.
Conducted over 40 PMP Prep sessions and 100+ PM awareness seminars in all major cities of
Pakistan during last 4 years.
15 years teaching and presentation experience in local universities at Pakistan.

Research Question
Why isnt there a Unified Strategic
Maturity Model for Organizations?

Research
Philosophy
To synergize various maturity models forming bodies to
develop a single unified strategic maturity model
By Creative Maturity concept of resloving conflict by
design

Research Metodology
Qualitative Analysis
Interviews with leading authors

Quantitative Analysis
Questionnaire for over 400 organizations
Selection of various categories

Contribution to Knowledge

A new and unified maturity model


Strategic view of organizational
maturity
Top-Down View
Creative Maturity

Justification
Need for having a unified strategic view
of organizational maturity
Need for having a conflict resolving
strategy for organizational maturity

PRESENTATION SEQUENCE

INTRODUCTION
PLETHORA OF MATURITY MODELS
ORGANIZATIONAL MATURITY
CREATIVE MATURITY
CONCLUSION

WHAT IS
MATURITY?
full development or perfected
condition

- Random House Dictionary

Reference: Ludden, P., (2004)

PLETHORA OF
MATURITY MODELS
CMM: From where it all started
Existing Maturity Models
Project Management Maturity Models

CMM: From where it all started


CMM LEVELS
initial,
repeatable,
defined,
managed and
optimizing,

Existing Maturity Models


1.
2.
3.
4.
5.
6.
7.

Capability Maturity Model Integration (CMMI)


Capability Maturity Model for Software (SW-CMM)
People Capability Maturity Model (P-CMM)
Software Acquisition Capability Maturity Model (SA-CMM)
Software Engineering Capability Maturity Model (SE-CMM)
Integrated Product Development Capability Maturity Model
(IPD-CMM)
IT Service Capability Maturity Model (IT Service CMM)

Reference: SEI - CMMI v1.1 Organizational Maturity Levels

Reference: P-CMM - People Capability Maturity Model v2

Existing
Maturity Models (continued)
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.

Organizational Project Management Maturity Model (OPM3)


Project Management Maturity Model (PMMM) by Harold Kerzner
Project Management Maturity Model (PMMM) by Jim K. Crawford
Project Management Maturity Model (PMMM) by Marcel Dekker
Project Management Maturity Model (PMMM) by APMG
Cultural Project Management Effectiveness Model (CPMEM) by
PMGS
PM2 Maturity Model
Project Management Process Maturity Model (PM)2M
Programme Management Maturity Model
Project Risk Maturity Model (RMM)
Earned Value Management Maturity Model (EVM3)

Existing Maturity Models (


Continued)
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.

Broccoli Maturity Model


Services Maturity Model
Self-Assessment Maturity Model (SAMM)
Testing Maturity Model (TMM)
Web Services Maturity Model
Security Maturity Model (SMM)
Operations Maturity Model
e-Learning Maturity Model
eGovernment Maturity Model
Outsourcing Management Maturity Model
Change Proficiency Maturity Model
Performance Engineering Maturity
Model

31.
32.
33.
34.
35.
36.
37.
38.
39.
40.

IT Architecture Maturity Model


Information Process Maturity Model
Learning Management Maturity Model
(LM3)
Automated Software Testing Maturity Model
Website Maturity Model
Internet Maturity Model
Usability Maturity Model
Software Reliability Engineering Maturity
Model
System Security Engineering Capability
Maturity Model
Configuration Management Maturity Model

Project Management Maturity


Models
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Organizational Project Management Maturity Model (OPM3)


Project Management Maturity Model (PMMM) by Harold Kerzner
Project Management Maturity Model (PMMM) by Jim K. Crawford
Project Management Maturity Model (PMMM) by Marcel Dekker
Project Management Maturity Model (PMMM) by APMG
Cultural Project Management Effectiveness Model (CPMEM) by PMGS
PM2 Maturity Model
Project Management Process Maturity Model (PM)2M
Programme Management Maturity Model
Project Risk Maturity Model or Risk Management Maturity Model
(RMMM)
Earned Value Management Maturity Model (EVM3)

Reference: PMI Organisational Project Management Maturity Model


Knowledge Foundation (OPM3), (2003) Newtown Square: Project
Management Institute

Organizational Project Management


Maturity through existence of Best
Practices
Best Practice an optimal way
currently recognized by industry to
achieve a stated goal or objective
Capability a specific competence
that must exist in an organization for
project processes, services or products.
Outcome Tangible or intangible result
demonstrating capability
KPI criteria, direct measure of an
expert assessment

Reference: PMI Organisational Project Management Maturity Model


Knowledge Foundation (OPM3), (2003) Newtown Square: Project
Management Institute

Reference: EVM3 v2, Management Technologies

ORGANIZATIONAL
MATURITY
Strategic View
From Learning Organization to Learning
Maturity
Learning Organizations
Projects and Strategy
Learning Maturity

How much Maturity?

Strategic View
Biased view
Strategic justification
Top-Down vs Bottom-Up

Learning Organization
Personal Mastery
Mental Models
Shared Vision
Team Learning
Systems Thinking

References:
Senge, Peter M. (1990), The Fifth Discipline, the Art and
Practice of the Learning Organization. London:
Doubleday/Currency.
Senge, Peter M. et al. (1994), The Fifth Discipline Fieldbook:
Strategies and Tools for Building a Learning
Organization. London: Nicholas Brealey Publishing.

Projects and Strategy


Project management .. becomes the way to
implement corporate strategy (Turner 1993; Frame
1994).
Projects, being the catalyst for change, are
instrumental in realizing the strategic objectives of an
organization (Turner 1993; Frame 1994).
Projects are undertaken to add value to the
sponsoring organization (Turner 1993; Frame 1994).
Performance also comes from the maturity of an
organization to deal with projects, especially through
the aspects of learning. (Bredillet, C, 2003)

Exhibit 1 Four Fields of Knowledge Management in Two Dimensions


(Bredillet, C., 2003; Bontis, N, 1999)

Exhibit 2 Proposed Model of Effective Intelligence


(Templeton, G. F., 2004)

How Much Maturity?


Not beyond Strategic Objectives
Size of an organization
Span of life

Creative Maturity - Resolving


the Organizational Maturity
Conflict

OPM3 and CMMI two extreme views of maturity


Risk and Human Resource Maturity Models followoing.
Design approach to the conflict of organizational maturity.
Refer to A Unified Strategic View of Organizational Maturity at PMI Global
Congress Asia Pacific 2005
Need for SEI and PMI to sit together to come up with an organizational maturity
model.
Both approaches being unique but diverse, and only looks at organizational
maturity from respective perspective of Quality or Project Management.
PMI addresses organizational maturity but remains Project Management biased.
Creative Maturity at Organizational level would not be a compromise but an
altogether a new design with all maturity model forming bodies as its
stakeholders.
Top-Down view of Organizational Maturity
Break free of the boxed approach we are bound to follow as it seems the only
logical way.
Innovate and think creatively to invent the concept of Creative Maturity for
Organizations.

CONCLUSION
A Unified Strategic View of
Organizational Maturity

SysComp International (Pvt.) Ltd.


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