Process Maturity Models - using these effectively

The past

In the past, companies could follow a linear path to IT Service Management and wider IT Service Delivery transformation. Business needs didn’t change as often and expectations of technology remained static for much longer periods of time.

The present

Today, and in the here and now, things change so quickly it's sometimes hard to know what to focus on. So, what next? By using maturity models that help you decide which areas to tackle first, you can measure the effectiveness of individual processes and practice areas as they develop. CMMI is an example of this.

Improving Maturity & Quality – Capability Maturity Model ?

In an interview last year, Cristiano Ronaldo talked about continually building and maintaining standards as a bedrock for on-going success.

Start by prioritising an area that will have a significant, positive impact on the business.

How about looking at the ITSM process areas that align with your company’s Joiners Movers and Leavers (JML) process? JML is a critical business process and the results achieved from getting it right will be clear for all to see. People will then be on board with your future ideas and keen to support them. You can then make sure these improvements stick and move onto others.

Once you have chosen the areas you want to tackle first, you can use a model like CMMI to get a picture of how things currently operate and to track progress as improvements and changes are made. The diagram below is a high-level view of the CMMI levels -

Progress isn’t always straight forward, and persistence (and patience) is needed to make sure that process and practice maturity levels start to move upwards. Aiming for level 3 is a good starting point, as it means a process or practice area is now embedded, adding value, and can be elevated even further in the future.??

Some do’s & don’ts

Here are some tips to help you on your IT Service Management/Delivery Management improvement journey.

Keep it Simple, Stupid

The KISS technique is a well-known business strategy. By not over-complicating things and making things as simple as possible, improvements have a better chance of sticking and lasting the course of time.

Agree priorities

By speaking to users, customers, key stakeholders, as well as members of your IT teams (internal and service providers) you can tie process and practice improvements back to the outcomes people want and need to see. This will help make sure you have a real-world barometer of how well things are actually working. SLAs are important, but so is measuring peoples’ reactions and the impact it is having on them personally.

Always improve

Never stand still, as there is always room for improvement. By adopting forums where people can share their views, you are on the way to a continual/continuous improvement culture.

Make the improvements stick

Once you have achieved the level of maturity you need, this is only the start. Bad habits may most likely re-surface and it’s up to you to make sure the new standards are upheld. ? Have you drawn a line in the sand and set out your improvement and transformation goals?......

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