Enterprise Maturity Model                                                                                                 ...
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Poster No 2: Enterprise maturity model

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Based on a consortium of industry benchmarks and best practices from more than 60 leading organizations from industry, academia and fortune 500 companies the authors have develop the Competency Maturity model.

The Maturity model assess the current organization maturity and identifies the “precise” value in €, £ or $ that IT has created over the past 12 months and “predict” exactly how much future value you could create for your business by improving the way you do certain things based on industry benchmarks and best practices.

Please fee free to contact either of the authors Mark von Rosing or Henrik von Scheel

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Poster No 2: Enterprise maturity model

  1. 1. Enterprise Maturity Model Plan, identify, create and realize value with your competency developments Business Value - EMM-VM Business Performance - EMM-PM Business Model Business Model - EMM-BM IT – End-user Focus - EMM-EF 1 2 3 4 5 1 2 3 4 5 EMM-BM 1 2 3 4 5 1 2 3 4 5 Initial Repeatable Defined Managed Optimized Initial Repeatable Defined Managed Optimized Process & Process & Initial Repeatable Defined Managed Optimized Functional Functional & Process Process-centered Performance-oriented Value-orientedROI and business value of Some TCO reduction, value Value drivers are defined and Value Managed - Value Business Value Manage- Initial Performance -None, Some are developed, shared Performance metrics are Performance metrics are For continuous improve- IT At the Initial stage of the At the Repeatable Business At the Defined Business Business Model competen- At the Optimizing stage of Initial and chaotic end-user Repeatable end-user focus: Defined end-user focus: Managed end-user focus: Optimized end-user focus:local business initiatives: creation and realization is standards are established: planning, creation and ment are implemented undocumented or just local and are repeatable defined, documented and managed across the ments and optimization -E Business Model compe- Model competency stage, Model competency stage, cies are managed: Business Model, the focus: lue repeated across processes realization is managed across the value chain for performance metrics: performance metrics: standards are established: enterprise: performance management is tency, the organizational policies for building, the standard process for competency development Initiate end-user risk End-user actively involved Enhanced end-user risk End-user orientated nd Va No/Minimal established and functions: Standardized TCO, ROI across the enterprise: continuous value creation used across the value chain: focus is typically around developing and managing developing and maintaining The organizational focus are focused on continuous No established end-user management in risk management management mindset EM -use Value planning on and other Value drivers at and realization improve- No established perform- Basic/minimal operational Multiple operational The operational perform- functional and silo work: the business model are the Business Model is typically build around competency improvement, Governance structure strategic level Some basic/minimal the department level or Migrating to standardized ments and optimization: s established: competencies across the Process and optimization, innovation and es -VM ance practices and performance standards/ performance metrics KPIs ance metrics - Key From Strategic, tactical to Incorporating end-user End-user competencies End-user issue resolution Continuous improve- value standards/metrics above are defined enterprise value drivers standards metrics and practices managed Performance Indicators operational level, No/Minimal established organization is documented: Performance-oriented improvement: Ad hoc or informal issue resolution documented and is managed ments of end-user risk M rF sin M Value realized is in an ad and practices are with periodic updates Standardized enterprise established (KPI’s) are connected with corporate wide perform- Business Model The organizational focus work communications to communicated formally management 5 5 -E Bu EM F ocu hoc fashion as there is no established (e.g. Value competencies value processes with Leadership is only aware Performance competen- the tactical (CSF’s) and ance standards/ metrics is typically build around The organizational focus The organizational focus end-users Establish some end-user End-user or minimal link between TCO/ROI measurements documented and Value becomes subject to periodic updates of key milestones Some KPI’s managed cies documented and strategic (SBO’s) and practices are Organization structure functional and process is typically build around Business Model is typically build around communications within IT End-user issue resolution issues/feedback User Governance value planning and value realization initiated) communicated formally some degree of improvement over time Value Governance in Minimal corporate wide beyond cost and schedule communicated formally performance metrics established s established but not captured in a Business work process-centered work competency develop- ment determines with Process and Value oriented work No clearly defined end-user issue resolution projects, department, Competence of is defined monitored and analyzed. structure is incorporated in the Business Govern- Business units follow Established and place for Continuous reporting Established performance Implementing SLA’s to Formal training and Model There is some Business Standardized Business what and in which way process Excellence Formal end-user Managed end-user ance Management No value practices and basic formal value communicated value Value drivers defined improvement Formal key milestone measurement practices ensure performance communications of the Model standardization Model with detailed the company will Continuous business communications to communications plan and framework standards across practices practices and standards receive periodic updates Reporting generally within reporting to Leadership and standards commitments are realized performance practices HR time allocations and across enterprise competencies for the compete and how it will model competency Minimal end-user risk Understand and initiate stakeholders approach enterprise SLA’s in place and built project teams rather than and stakeholders (e.g. and standards cost are not measured entire company, with differentiate its compe- optimization and management some end-user Govern- Clear end-user communi- Some value KPI’s Formal value milestone Refined, targeted value with business with to all stakeholders Balance Score Card) Formal milestone and Performance is monitored Minimal Business Model periodic updates tencies from its competi- improvement ance structure Establishing end-user Clear end-user Govern- cation and issue None or initial local managed and metrics from realization managed, periodic reporting (as metrics reporting to and analyzed SLA’s in place and built Some business documentation tors End-user is not treated as Governance structure ance structure in place resolution process monitoring of value strategic to operational monitored and analyzed defined in SLA’s) People follow if at all any Performance is monitored Leadership and with business with processes identified Business Model is Business Model a customer and or No dedicated end-user Business case is used to level than informal or only and analyzed stakeholders Strategic Performance periodic reporting (as Ad hoc Business Model defined with core Business Model Governance in place for partner focus development team End-user treated as End-user treated as Fully aligned end-user Business units follow define value Value drivers Value lessons learned measure cost and Lessons learned defined in SLA’s) 4 4 No standardization communication competitive and core competencies are Continuous competency customers partner focus with Business informal practices or only Value reporting to documented, trained, incorporated for all schedule No dedicated Perform- Performance is monitored incorporated in major across Business Model differentiated. managed enterprise wide development People follow if at all any End-user focus teams Governance measure value on cost Local monitoring of value Leadership and shared, communicated changes ance development team and analyzed competency optimization Green processes are Some business than informal End-User and projects work with End-user development Strategic end-user and schedule stakeholders frequently Perfromance teams or and developments monitord and green Value the customer processes documented Business Model Migrating to the Enterprise wide Business focus practices centralized focus (virtual lessons learned is Lessons learned Focus of end-user team Value Documentation is Fully aligned value projects are ad hoc Performance teams and Performance lessons sustainability processes receives from the from and implimented competencies are used standardized enterprise Performance Manage- or not virtual) initiated incorporated in major SW is on ensuring end-user No dedicated team to minimal and not shared Business case is used to Implementing SLA’s to management witht projects work with learned is initiated Green processes are are incorporated into the the product or service is at the department level or wide business model ment incorporated in End-User focus teams changes value is received ensure value is received identify, create and realize ensure value commit- Business Model No dedicated perform- centralized focus (virtual managed Business Performance defined but not in a Value the customer above and documented business model are ad hoc Some end-user focus Defined end-user No dedicated team to value ments are realized innovation and transfor- ance teams or not virtual) Start of defining business model receives from the from and communicated Process Governance in competencies ownership ownership Focus of end-user team 5 5 People follow if at all any ensure value is created or mation Performance ownership Performance teams are Performance is monitored the product or service is formally place for Continuous No dedicated End-User is on ensuring end-user than informal or only received Value documented and Value lessons learned Some Performance (held at business level) dedicated to ensure and analyzed The company has captured in a business Business Model Enterprise wide Business focus team Dedicated end-user team performance and measure realized value communicated formally incorporated -major Green sustainability value ownership performance is received determined in what model Business process competency improve- Value Management satiesfaction (e.g ROI) Value teams and projects competency develop- drivers are in place for Dedicated Performance business segment the centered ment incorporated in business 3 3 work with centralized Value ownership held with ments Continuous sustainability team company does and will The Business Model model competency Metadata - EMM-MDM IT Co MM-I Value teams or projects focus (virtual or not the business improvement compete and how it will includes how the Business process Performance manage- innovation M- ion are ad hoc virtual) Green value expectations differentiate its product or business will produce, ownership from business ment in place for 1 2 3 4 5 e - S tenc E Value lessons learned is are managed Dedicated value (process) service from its competi- price, promote and Continuous Business Fully aligned business mp Or rvic SO No dedicated Value Some Value ownership initiated team to ensure value is tors – this is however not distribute that value to the HR time allocations and Model competency architecture and business Initial Repeatable Defined Managed Optimized 4 4 tat teams Focus of Value teams is received defined, innovated or customer and how the cost are measured for improvement Governance oft Enterprise Architecture - EMM-EA e Dedicated Value team are dedicated to ensure developed in a busines business receives value high-profile projects Manual mode: Siloed, but automated: Master Metadata Manage- Managed with integrated Optimized with full automa- Se innovation, transforma- model (payment) in return Sustainability is incorpo- Business Model lessons ien ment defined and exchange metadata architecture: tion of metadata exchange: wa es tion, and performance is Teams work with rated into the Business learned incorporated for received 1 2 3 4 5 No or Minimum integra- Metadata in some between silos: TS Teams are ad hoc Some business model centralized focus (virtual Model competencies all strategic decisions EM tion with other applica- business units (typically Standardized enterprise- Corporate wide MDM Initial Repeatable Defined Managed Optimized ownership or not virtual) tions limited to pilot) re MDM has been adapted wide MDM performance standards/ 2 No dedicated Business Strategic Lessons Dedicated Business i 2 as a strategic enterprise- metrics and practices are W Model development team No dedicated Business Business Model learned incorporated in Model competency 3 Initial informal IT architecture Repeatable IT architecture Defined IT architecture Managed and measured IT Continuous improvement of 3 Metadata methods are if Minimal metadata wide IT strategy MDM Migrating to established (integration, process underway: process in some business including detailed written architecture process: IT architecture process: Model development team competency develop- major business model innovation and transfor- at all ad hoc documented standardized enterprise relation, usgae, duplica- units (typically limited to key procedures and TRM: People are in ment lessons learned is changes mation team to ensure An enterprise-wide MDM drivers (business tion etc.) Some ad hoc and LOB or a pilot): Quality metrics associ- Fully aligned Business, silos/functional depart- Teams work with initiated value is received and Very little or just initial The organization moves model is defined and need/want) with periodic localized IT architecture The architecture ated with the architecture Enterprise and IT ments centralized focus (virtual Business Model competitive advantage is metadata standardization in some areas toward used - leveraging updates MDM Performance is processes are defined Basic IT architecture competencies are well process are captured Architecture with or not virtual) Defined Business Model competency develope- developed across enterprise some form of metadata structured, mature, data monitored and analyzed process is documented defined and communi- Business Model ownership ment team are dedicated standards modelling MDM monitored and Business Governance - EMM-BG There is no unified cated to IT staff and IT architecture documen- innovation and transfor- No dedicated Business to ensure innovation, Low metadata adoption, analyzed MDM SLA’s in place, with architecture process The architecture process business tation
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