While maturity models are very prevalent in today’s business world, they are frequently better understood in theory than they are in practice. In this session, the presenter walks the participants through five examples of how maturity models have been effectively employed in different industries across the globe. The models covered include diverse disciplines including business processes; sales and marketing; information technology; governance; and – of course – project, program, and portfolio management. The presentation will guide the participant through the opportunities and the challenges experienced by each organization when employing a maturity model and the benefits ultimately achieved as a result of their investments. Moreover, critical learnings are discussed to help the session attendee understand best practices associated with the use of maturity models, including how to help gain support for their use and ensure that any organization can achieve their desired business results through the proper use of a maturity model.

1. Leveling Up:
Five Real-World Examples of
Incremental Maturity
Tony Appleby, MBA, PMP, SCPM, CSM
PMI Certified OPM3® Professional
PMINZ 20th National Conference
4 September 2014

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MATURITY MODELSTHE SITUATION

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MATURITY MODELSMATURITY MODELS

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MATURITY MODELS
Illustration © Mike Tarrani and Linda Zaratre, 2001
MATURITY MODELS

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SCALAR MATURITY MODELS

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SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
500,000 lines of code at Raytheon as measured at differing maturity levels
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
4 866 1,326 $8.7M
SEI CMMi
Level
Effort
(Labor
Months)
Defects Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
4 866 1,326 $8.7M
5 342 524 $3.4M
SCALAR MATURITY MODELS

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SCALAR MATURITY MODELS

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VECTOR MATURITY MODELS

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PERCEIVED VALUE

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Baseline current
environment and
document issues
through
interviews,
surveys, and
artifact reviews
Map current
situation with the
maturity model
and industry best
practices to
identify gaps
Compile and
document project
management
maturity
assessment
findings
Document and
prioritize
recommendations
for improvements
OPTIONS
 Level of rigor of the assessment
 Organizational elements to be assessed
 Deliverables to be produced
 Use of surveys and/or focus groups
APPROACH

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REAL WORLD EXAMPLE 1
Regional municipal agency in the United
States with 2600 employees and an
Information Technology team of 48 staff
• Technology projects severely
mismanaged
• IT staff felt overworked
• Executives had little insight into work
efforts
“What is wrong with our IT group?”

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itiREAL WORLD EXAMPLE 1

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REAL WORLD EXAMPLE 1
• The agency has a strategic plan that
helps not just IT, but entire agency
• Priorities are known and resources
allocated appropriately
• Stakeholder satisfaction is
significantly improved
• IT staff morale is markedly higher
• Maturity level 1.4  2.6 in one year

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REAL WORLD EXAMPLE 2
Multinational mining corporation in
South Africa with over 10,000 employees
• Country GRC requirements changed
• Wanted to create efficiencies
• Need to diminish corporate exposure
“Make it quick and inexpensive!”

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REAL WORLD EXAMPLE 2

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REAL WORLD EXAMPLE 2
• Redundant staff identified and
repurposed
• Business processes streamlined,
reducing some efforts by ~50%
• Reduction in unnecessary fees for
untimely services
• Decreases in risk and unneeded
system
• Maturity level 2.5  3.6 in one year

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REAL WORLD EXAMPLE 3
Multinational telecommunications
carrier in EMEA with over 175,000
employees and revenue > 50B Euro
• Period of acquisitions
• B2B CSFs not being achieved
• Internal efforts to understand and
remediate were not working
“What is wrong with our sales and
marketing efforts?”

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REAL WORLD EXAMPLE 3

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REAL WORLD EXAMPLE 3
• Increased business development budget by less than 10%
• Invested less than 10% of its equivalent annual budget in
the process re-engineering project
• Reduced the number of proposals from 1200 to 500
• Grew its win rate from 30% to 72% in one year
• Increased the average size of new contracts by a factor of 7
• Contracted >$1 billion in sales against a $400 million goal
(250% of goal)

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REAL WORLD EXAMPLE 4
U.S. state government agency with 9000
personnel across 170 field offices
• Mandate to overhaul the agency’s existing
infrastructure and supporting processes
• Detailed business process mapping not an
option
• Significant potential resistance to change
“Develop the change transformation plan.”

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REAL WORLD EXAMPLE 4

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REAL WORLD EXAMPLE 4
• 192 processes identified that should not
be changed
• 177 specific actions
• Sequenced
• Levels of effort
• Tied to achievement goals
• Change readiness assessment
• Talent assessment
Requirements gathering and planning model
for other state agencies and departments

23. REAL WORLD EXAMPLE 5
Multibillion USD, multinational research and
product development firm with 4000 staff
• Culture of innovation
• No internal mechanisms to prioritise
• Inability to constrain opportunities
• Unduly long development cycles
“How do we effectively implement project
management practices within our culture?”
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REAL WORLD EXAMPLE 5

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REAL WORLD EXAMPLE 5
• Informed incremental improvement
initiative already producing results
• Prioritisation mechanism established and
supported by associates
• Initial methodology, toolkit, and support
mechanisms deployed
Improvement initiative is ongoing and has
gained significant support across multiple
stakeholder communities within the division
and is being considered across the company

26. “The future is already here;
it is just unevenly distributed.”
William Gibson

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OPEN DISCUSSION
Q & A

28. 28PMI and the PMI logo are registered marks of the Project Management Institute, Inc.
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