The document discusses organizational maturity in information services. It defines organizational maturity as the degree to which an organization is aligned with its enterprise mission to maximize value delivery. Higher maturity is perceived as greater value. The document outlines five levels of maturity across people, processes, and technology and how more mature organizations gain benefits like predictability, productivity, quality and satisfaction. It summarizes a recent assessment of the information services department which found issues like a lack of strategy, siloed teams, limited documentation, communication problems and outdated tools, indicating the organization is relatively immature currently.

1. Organizational Maturity
Information Services Retreat
April 21, 2014

2. What is Organizational Maturity?
 Organizational maturity (OM) is the degree to
which an organization is aligned to the mission
of the enterprise in order to maximize the value
it delivers.
 As organizations mature, they are perceived as
delivering greater value.
April 21, 2014IS Retreat - Organizational Maturity 1

3. costvalue
How are we perceived?
April 21, 2014IS Retreat - Organizational Maturity 2

4. How are we perceived?
 When IT is perceived as being immature, IT is seen
as the cost of doing business (ie: a utility).
 How do you perceive the value of a utility?
 When IT is seen as the cost of doing business, how
difficult is it to:
 obtain capital funding to support new initiatives
 obtain supplemental operational funding
 secure recapitalization funds to displace EoL systems
April 21, 2014IS Retreat - Organizational Maturity 3

5. How are we perceived?
 When IT is perceived as being mature, IT is seen as
delivering business value and a partner in the
enterprise.
 How do you perceive the value of a partner?
 When IT is seen as a partner, how difficult is it to:
 obtain capital funding to support new initiatives
 obtain supplemental operational funding
 secure recapitalization funds to displace EoL systems
April 21, 2014IS Retreat - Organizational Maturity 4

6. Why do we want
to be more mature?
 As an organization matures, it gains:
 Project schedule and budget predictability (which
creates consistency and trust)
 Improved productivity (so workloads are more
manageable as they are prioritized against defined
obectives)
 Improved work quality (as measured by defects)
 Improved customer satisfaction (because services are
more aligned to their needs and their experience with
our support is more consistent)
 Improved employee satisfaction (because everyone is
focused on the same set of goals)
Source: CMU, Angela Tuffley, Software Quality Institute, 2007
April 21, 2014IS Retreat - Organizational Maturity 5

7. How do you measure OM?
 Organizational Maturity Matrix (OMM) has 5
levels of maturity
 3 categories – people, process, and technology
 Level 1 is the least aligned to the mission (and least
value) and is often described as the “utility” model
 Level 5 is the most aligned to the mission (and most
value) and is described as the “strategic” model
 The higher the level, the more mature an organization
is.
 The more mature an organization, the more value it
delivers to the enterprise.
April 21, 2014IS Retreat - Organizational Maturity 6

8. Level 1
Performed
Level 2
Managed
Level 3
Established
Level 4
Predictable
Level 5
Optimizing
PeopleProcessTechnology
• individual
heroics
• “Fire fighting”
• relationships
are
uncoordinated,
adversarial
• reactive
• success depends
on individuals
• commitments
are understood
and managed
• people are
trained
• project groups
work together
(matrix teams)
• training is
provided
according to
roles
• colleagues are
customers
• a strong sense of
teamwork exists
within each
project and
other efforts
• business centric
• a strong sense of
teamwork exists
• everyone is
involved in
process
improvement
• colleagues are
partners
• few stable
processes exist
• lack of current
and sustained
documentation
• data collection
and analysis are
ad hoc
• technology
centric
• the introduction
of new service is
risky
• inconsistent
delivery and
support
• documented
estimating,
planning, and
commitment
processes
• planning and
management
data is used to
support projects
• technology
supports
established,
stable activities
• process centric
• processes are
used across the
organization to
create
efficiencies
• data is
systematically
collected, used
• new
technologies are
evaluated on a
qualitative basis
• efficient and
effective
delivery of
many services
• processes are
quantitatively
understood and
stabilized
• data definition
and collection
are
standardized
• new
technologies are
evaluated on a
quantitative
basis.
• processes are
continuously
and
systematically
improved
• aligned to
provide
business value
• services or
technologies are
proactively
sought to create
business value
• consistent
delivery of value
and innovation
growing maturitycost centric value centric

9. Level 1
Performed
Level 2
Managed
Level 3
Established
Level 4
Predictable
Level 5
Optimizing
PeopleProcessTechnology
• individual
heroics
• “Fire fighting”
• relationships
are
uncoordinated,
adversarial
• reactive
• success depends
on individuals
• commitments
are understood
and managed
• people are
trained
• project groups
work together
(matrix teams)
• training is
provided
according to
roles
• colleagues are
customers
• a strong sense of
teamwork exists
within each
project and
other efforts
• business centric
• a strong sense of
teamwork exists
• everyone is
involved in
process
improvement
• colleagues are
partners
• few stable
processes exist
• lack of current
and sustained
documentation
• data collection
and analysis are
ad hoc
• technology
centric
• the introduction
of new service is
risky
• inconsistent
delivery and
support
• documented
estimating,
planning, and
commitment
processes
• planning and
management
data is used to
support projects
• technology
supports
established,
stable activities
• process centric
• processes are
used across the
organization to
create
efficiencies
• data is
systematically
collected, used
• new
technologies are
evaluated on a
qualitative basis
• efficient and
effective
delivery of
many services
• processes are
quantitatively
understood and
stabilized
• data definition
and collection
are
standardized
• new
technologies are
evaluated on a
quantitative
basis.
• processes are
continuously
and
systematically
improved
• aligned to
provide
business value
• services or
technologies are
proactively
sought to create
business value
• consistent
delivery of value
and innovation
growing maturitycost centric value centric

10. Level 1
Performed
Level 2
Managed
Level 3
Established
Level 4
Predictable
Level 5
Optimizing
PeopleProcessTechnology
• individual
heroics
• “Fire fighting”
• relationships
are
uncoordinated,
adversarial
• reactive
• success depends
on individuals
• commitments
are understood
and managed
• people are
trained
• project groups
work together
(matrix teams)
• training is
provided
according to
roles
• colleagues are
customers
• a strong sense of
teamwork exists
within each
project and
other efforts
• business centric
• a strong sense of
teamwork exists
• everyone is
involved in
process
improvement
• colleagues are
partners
• few stable
processes exist
• lack of current
and sustained
documentation
• data collection
and analysis are
ad hoc
• technology
centric
• the introduction
of new service is
risky
• inconsistent
delivery and
support
• documented
estimating,
planning, and
commitment
processes
• planning and
management
data is used to
support projects
• technology
supports
established,
stable activities
• process centric
• processes are
used across the
organization to
create
efficiencies
• data is
systematically
collected, used
• new
technologies are
evaluated on a
qualitative basis
• efficient and
effective
delivery of
many services
• processes are
quantitatively
understood and
stabilized
• data definition
and collection
are
standardized
• new
technologies are
evaluated on a
quantitative
basis.
• processes are
continuously
and
systematically
improved
• aligned to
provide
business value
• services or
technologies are
proactively
sought to create
business value
• consistent
delivery of value
and innovation
growing maturitycost centric value centric

11. Level 1
Performed
Level 2
Managed
Level 3
Established
Level 4
Predictable
Level 5
Optimizing
PeopleProcessTechnology
• individual
heroics
• “Fire fighting”
• relationships
are
uncoordinated,
adversarial
• reactive
• success depends
on individuals
• commitments
are understood
and managed
• people are
trained
• project groups
work together
(matrix teams)
• training is
provided
according to
roles
• colleagues are
customers
• a strong sense of
teamwork exists
within each
project and
other efforts
• business centric
• a strong sense of
teamwork exists
• everyone is
involved in
process
improvement
• colleagues are
partners
• few stable
processes exist
• lack of current
and sustained
documentation
• data collection
and analysis are
ad hoc
• technology
centric
• the introduction
of new service is
risky
• inconsistent
delivery and
support
• documented
estimating,
planning, and
commitment
processes
• planning and
management
data is used to
support projects
• technology
supports
established,
stable activities
• process centric
• processes are
used across the
organization to
create
efficiencies
• data is
systematically
collected, used
• new
technologies are
evaluated on a
qualitative basis
• efficient and
effective
delivery of
many services
• processes are
quantitatively
understood and
stabilized
• data definition
and collection
are
standardized
• new
technologies are
evaluated on a
quantitative
basis.
• processes are
continuously
and
systematically
improved
• aligned to
provide
business value
• services or
technologies are
proactively
sought to create
business value
• consistent
delivery of value
and innovation
growing maturitycost centric value centric

12. Level 1
Performed
Level 2
Managed
Level 3
Established
Level 4
Predictable
Level 5
Optimizing
PeopleProcessTechnology
• individual
heroics
• “Fire fighting”
• relationships
are
uncoordinated,
adversarial
• reactive
• success depends
on individuals
• commitments
are understood
and managed
• people are
trained
• project groups
work together
(matrix teams)
• training is
provided
according to
roles
• colleagues are
customers
• a strong sense of
teamwork exists
within each
project and
other efforts
• business centric
• a strong sense of
teamwork exists
• everyone is
involved in
process
improvement
• colleagues are
partners
• few stable
processes exist
• lack of current
and sustained
documentation
• data collection
and analysis are
ad hoc
• technology
centric
• the introduction
of new service is
risky
• inconsistent
delivery and
support
• documented
estimating,
planning, and
commitment
processes
• planning and
management
data is used to
support projects
• technology
supports
established,
stable activities
• process centric
• processes are
used across the
organization to
create
efficiencies
• data is
systematically
collected, used
• new
technologies are
evaluated on a
qualitative basis
• efficient and
effective
delivery of
many services
• processes are
quantitatively
understood and
stabilized
• data definition
and collection
are
standardized
• new
technologies are
evaluated on a
quantitative
basis.
• processes are
continuously
and
systematically
improved
• aligned to
provide
business value
• services or
technologies are
proactively
sought to create
business value
• consistent
delivery of value
and innovation
growing maturitycost centric value centric

13. OM Assessment
 Self-Assessment
 People
 Process
 Technology (Services)
April 21, 2014IS Retreat - Organizational Maturity 12

14. Level 1
Performed
Level 2
Managed
Level 3
Established
Level 4
Predictable
Level 5
Optimizing
PeopleProcessTechnology
• individual
heroics
• “Fire fighting”
• relationships
are
uncoordinated,
adversarial
• reactive
• success depends
on individuals
• commitments
are understood
and managed
• people are
trained
• project groups
work together
(matrix teams)
• training is
provided
according to
roles
• colleagues are
customers
• a strong sense of
teamwork exists
within each
project and
other efforts
• business centric
• a strong sense of
teamwork exists
• everyone is
involved in
process
improvement
• colleagues are
partners
• few stable
processes exist
• lack of current
and sustained
documentation
• data collection
and analysis are
ad hoc
• technology
centric
• the introduction
of new service is
risky
• inconsistent
delivery and
support
• documented
estimating,
planning, and
commitment
processes
• planning and
management
data is used to
support projects
• technology
supports
established,
stable activities
• process centric
• processes are
used across the
organization to
create
efficiencies
• data is
systematically
collected, used
• new
technologies are
evaluated on a
qualitative basis
• efficient and
effective
delivery of
many services
• processes are
quantitatively
understood and
stabilized
• data definition
and collection
are
standardized
• new
technologies are
evaluated on a
quantitative
basis.
• processes are
continuously
and
systematically
improved
• aligned to
provide
business value
• services or
technologies are
proactively
sought to create
business value
• consistent
delivery of value
and innovation
growing maturitycost centric value centric

15. OM Assessment
 Presidio Operational Assessment
 conducted between October and December 2013
 focused on NTS operations but included elements
of IS due to interdependence
 Presidio interviewed greater than 10 different
constituent groups within and outside of IS
 current state vs future state (following best
practice frameworks – primarily ITIL)
April 21, 2014IS Retreat - Organizational Maturity 14

16. Strategy – limited at UO, IS and NTS
• No formal UO strategy – difficult to align IS
strategy
• Limited governance - project prioritization &
funding tough
• Value of IT/IS not fully recognized by UO
executives
• Decreased morale – no strategic compass
April 21, 2014IS Retreat - Organizational Maturity 15

17. Low IS Team Cohesiveness
• Problem solving sometimes difficult due to silos –
interdependencies needed
• IT architectural collaboration problematic due to
unaligned priorities
• Inconsistent service management processes
April 21, 2014IS Retreat - Organizational Maturity 16

18. Limited formal processes & documentation
• IS and NTS overly reliant on key personnel -
risky
• Siloed, non-standardized processes between IS
teams – customer confusion and reduced
effectiveness
• Previous high employee turnover within IS
emphasizes the importance of documented
processes, device dependencies, known errors
and infrastructure diagrams
April 21, 2014IS Retreat - Organizational Maturity 17

19. Communication issues
• Services offerings to students & staff not clear
• Communication plans are not fully developed, or
well known, for projects, outages, changes, etc.
April 21, 2014IS Retreat - Organizational Maturity 18

20. Excess and obsolete management tools
• Plethora of tools – inefficiency and training
problems
• Tools beyond end of life – high risk and limited
support
• Non integrated tools – workflow and data
integrity complications
• Siloed use of IT management tools limit
knowledge sharing
April 21, 2014IS Retreat - Organizational Maturity 19

21. Service Maturity Model

22. OM Assessment
 Based upon our self-assessment and the
Presidio assessment, NTS and IS are
relatively immature IT organizations.
 If we want the benefits of OM and to be
perceived as delivering value instead of just
representing a cost, then we need to take
steps to mature the organization.
April 21, 2014IS Retreat - Organizational Maturity 21

23. Current State
 key Presidio findings
 no strategic goals
 unaligned priorities (between departments
and with the campus)
 non-standard practices (inefficiencies)
 inconsistent processes (and user experiences)
 no organizational cohesiveness
 unclear service offerings
 no integrated tools
 underdeveloped communication plans
April 21, 2014IS Retreat - Organizational Maturity 22

24. Future State
 What do we want IS to look like?
 How do we get there?
 What is IT in higher ed doing?
April 21, 2014IS Retreat - Organizational Maturity 23

25. Portfolio
Management
 benefits:
• aligns priorities
(project slate)
• creates standardized
practices (efficiencies)
• creates consistent
processes (and user
experiences)
• promotes
organizational
cohesiveness
• promotes clarity
around services
April 21, 2014 IS Retreat - Organizational Maturity24

26. IT Service
Management
 benefits:
• aligns priorities
(OLA/SLA)
• leverages standardized
practices (ITIL)
• creates consistent
processes (and user
experiences)
• promotes
organizational
cohesiveness
• promotes clarity
around services
(service catalog)
April 21, 2014 IS Retreat - Organizational Maturity25

27. IT Governance
 benefits:
• aligns priorities to the
strategic goals
• clarifies services to be
delivered
• clarifies
communication plans
April 21, 2014 IS Retreat - Organizational Maturity26

28.  benefits:
• defines goals that
priorities can be
aligned to
• sets objectives that can
be measured to assess
progress
Strategic
Planning
April 21, 2014 IS Retreat - Organizational Maturity27

29. Workloads
 typical IT staff workloads
 fulfilling requests (service fulfillment)
 managing incidents (incident management)
 implementing changes (change management)
 participating on projects (project management)
 other
April 21, 2014IS Retreat - Organizational Maturity 28

30. Workloads
 current workload management (NTS)
 un-prioritized against all other tasks (self
selection)
 no expectations for when work needs to be
complete (results in inconsistent response times
to incidents, change requests and projects)
April 21, 2014IS Retreat - Organizational Maturity 29

31. Workloads
 workload using project and service
management frameworks (NTS)
 workloads are classified as incident, change, and
project management tasks
 work is assigned to staff (it is not self-selected)
 tasks within each classification is prioritized by
the process (not by the individual)
 tasks are prioritized by classification
 expectations are set for what work gets done first
and when (SLAs and due dates)
April 21, 2014IS Retreat - Organizational Maturity 30

32. Initiation
scoping
deliverables
resources
Planning
work
breakdown
dependencies
time forecast
risk mitigation
communications
Execution
oversight
reporting
adjustments
Closeout
QA
concurrence
document
Project Management
slate slateproject lifespan dashboards
new or improved service
(appears within service catalog)
service transition
service request assessment
and alignment
business need
prioritization and
insertion
removal and
adjustments
May 5, 201431

33. impact (scope)
risk
(probability)
standard change
what? = low risk, low impact
why? = moves, adds changes
when? = within the service
delivery SLA
low high
critical change
what? = high risk, high impact
why? = architecture modifications
when? = maintenance windows
but not during yellow caution
Change Management
normal change
what? = high risk, low impact
why? = replacing a failed
power supply
when? = depends upon
criticality of system
normal change
what? = low risk, high impact
why? = upgrading software
following QA cycle
when? = depends upon
criticality of system
lowhigh
CABCAB
CAB

34. minor incident
what? = low impact
why? = single user
when? = standard
priority
major incident
what? = significant
impact
why? = many users or
critical user(s)
when? = high priority
priority
standard intermediate high
objective
assessmen
t
subjective
assessmen
t
objective and
subjective
assessment
moderate
incident
what? = partial
impact
why? = subset of
users
when? = intermediate
priority
partiallow significant
May 5, 2014
Incident Management
impact(scope)
33

35. Incident Management
• prioritization due to scope
• response times
• escalation
Change Management
• standard changes
• normal changes (CAB)
• critical changes (CAB)
Project Management
• initiation
• planning
• execution
• closeout
ITILv3PMBOK
Priority1Priority2Priority3
PrioritizedPrioritizedPrioritized
• workload
• staffing
• budget
• delivery
timelines
• maintenance
windows
• during
business day
• after hours
• holidays
SLA
SLA

36. Case Studies
 ITIL at New York University: A Framework
for
Excellence: https://net.educause.edu/ir/lib
rary/pdf/ers0708/cs/ECS0801.pdf
 Against All Odds: A Case Study of ITIL
Adoption at Rice
University: http://www.educause.edu/ann
ual-conference/2010/against-all-odds-case-
study-itil-adoption-rice-university
April 21, 2014IS Retreat - Organizational Maturity 35

37. Q&A
April 21, 2014IS Retreat - Organizational Maturity 36