Motivating Strategic Practice Development Using CMM

IST 617 Assignment 3 – Student Choice #1 Oct 25, 2010
Choice #3: Design a Motivational Information Innovation

Motivating Strategic Practice Development with a Capability Maturity
Model Approach

Leo de Sousa

Abstract
This paper describes the use of a motivational information model (Capability Maturity Model -

CMM) as an innovative way to help plan, mature, assess and motivate the creation of a process.

Topics covered are (a) Background (including Definitions), (b), Description of the Model, (c)

Construction of the Model, (d) Applicability of the Model and (e) Discussion of Motivational

Theories that support the model. The use of this model has proved to be effective in several

disciplines and organizations. After reading this paper, the reader should be able to create and

use a “Strategic Practice Capability Maturity Model” in their organizations to plan, assess and

motivate practitioners to develop a strategic practice.

Definitions
Capability Maturity Model (CMM): CMM was developed by the SEI at Carnegie Mellon

University in Pittsburgh http://www.sei.cmu.edu/cmm/. A Five Level Model to guide and assess

the maturity of a process.

Strategic Practice (SP): a best practice discipline that can be applied horizontally across an

organization. Examples: Project Management, IT Security, Enterprise Architecture, Risk

Management, Business Continuity, Performance Management, Facility and Space Planning,

Strategic Planning, etc

Strategic Practitioner: a person designated to build, grow and promote a Strategic Practice like

Project Management, IT Security, Enterprise Architecture, Risk Management, Business

Continuity, Performance Management, Facility and Space Planning, Strategic Planning, etc

Background
In April 2005, I was tasked to create an Enterprise Architecture strategic practice at the British

Columbia Institute of Technology. We just reorganized our Information Technology Services

department and created a Strategic Practices team. The mission of the Strategic Practice team

was to deliver horizontal best practice services like Project Management, IT Security, Business

Analysis and Enterprise Architecture. At the suggestion of my Associate Director, Dave

Cresswell, I investigated the possibility of using the Carnegie Mellon University Software

Engineering Institute Capability Maturity Model Integration (CMMI) methodology (see

http://www.sei.cmu.edu/cmmi/index.cfm). Capability Maturity Model Integration is:

“… a process improvement approach that provides organizations with the essential

elements of effective processes that ultimately improve their performance. CMMI can be

used to guide process improvement across a project, a division, or an entire organization.

It helps integrate traditionally separate organizational functions, set process improvement

goals and priorities, provide guidance for quality processes, and provide a point of

reference for appraising current processes.”

Since we did not have an existing Enterprise Architecture (EA) practice, I chose to take the

model and adapt it to create a plan for building the EA practice. It took many iterations and

consultation with colleagues and senior IT leadership to be able to publish the first EA CMM

plan. The end result of this collaborative process was the creation of a CMM plan for Enterprise

Architecture. I use the CMM to grow and mature our EA practice. The success of this approach

led us to apply it to help other Strategic Practitioners to build CMMs for Project Management,

Business Analysis and IT Security. I began a blog in 2007 called Enterprise Architecture in

Higher Education (http://leodesousa.ca) and wrote about our work with Capability Maturity

Models in Enterprise Architecture. You can find my posts at http://leodesousa.ca/?s=cmm.

These CMM posts are the most popular from readers and requests for templates on my blog.

Forrester.com analyst Gene Leganza interviewed me in 2009 and wrote a blog post about the

value of our approach - http://blogs.forrester.com/gene_leganza/09-09-10-

babies_bath_water_and_enterprise_architecture_maturity_models. Over the past few years, I

have sent copies of our templates to over 100 people from around the globe to review and use in

their organizations.

A surprising side effect of this artefact is its motivational properties for the strategic practitioner.

The CMM acts as a “project/program plan” or “roadmap” to progress to a higher level of practice

maturity. I found exploring a new practice, especially one that I really knew nothing about, a bit

overwhelming. When I though more about it, the capability of Enterprise Architecture to impact

our entire organization added more stress to ensure we did this right. Taking a disciplined and

collaborative approach to develop the CMM made a significant increased my comfort and

competence level and decreased my stress level. Interestingly, this course is my first serious

exposure to motivational theories and I now have a context to understand why the CMM

approach has been so successful. As I read Edward Deci’s book “Why We Do What We Do”, I

found much of what he explores in Part One “The Importance of Autonomy and Competence”

directly related to the successes we encountered by taking a Capability Maturity Model

approach. Specifically, Deci’s chapters on the need for Personal Autonomy, and Engaging the

World with a Sense of Competence confirm our approach to building and using the Capability

Maturity Model. An article by Tosti and O’Brien on the Top Ten On-the-Job Reinforcers and

Mumford’s Needs for Job Satisfaction also support the use of the Strategic Practice CMM.

Description of the Model
The Capability Maturity Model can be seen as a holistic approach to understand the maturity of a

process or practice. The model has 5 levels of maturity starting at Level 1 - Initial and maturing

to the highest level, Level 5 - Optimized. (See Figure 1)

Figure 1: Generic CMM Model

CMM – Capability Maturity Models

Level 4 + ……
Level 3 + ……
• Discipline is
Level 2 + …… optimized for
• Integrated into
effectiveness
broader areas
Level 1 + …… • Processes are and efficacy
of practice
tested, tuned,
• Definition of and systemized • Consistent Attributes
Value

• Recognized
• General semantics and application of
opportunities
awareness of process Best Practices
• Systemic to apply
discipline &/or targets approach to discipline &/or
methods • Operates as a
discipline &/or methodology
• Where you methodology “Centre of
• Some early & want to be Excellence”
isolated
attemps

Initial Process Process Process Process Descript.
Awareness Defined Repeatable Managed Optimized

Level #
Level 1 Level 2 Level 3 Level 4 Level 5

Time
© 2007 BCIT IT Services

Capability Maturity Model Levels

• Level 5: Optimizing - Continuously targeting improvements required to meet business
objectives

• Level 4: Quantitatively Managed - Predictable results, knowledge of factors causing
variance and reuse

• Level 3: Defined - Meeting cost and functionality targets as well as improved quality

• Level 2: Repeatable - Meeting schedule and reduced turnover resulting from less
overtime

• Level 1: Initial - No benefits: Inconsistency, schedule and budget overruns, and
defective applications

Construction of the Model
Our approach to building the model allows for the strategic practitioner to develop and

communicate their approach. This approach develops the strategic practitioner’s personal

autonomy and is in alignment with deCharms (Deci p.30) – people strive for personal causation;

to be the origin of their own behaviour. There are 8 steps to build a strategic practice capability

maturity model (CMM):

1. Identify and define 5 stages of maturity for the practice

• Process Levels:

• Level 1=Informal

• Level 2=Development

• Level 3=Defined

• Level 4=Managed

• Level 5=Optimized

2. List Attributes that describe each maturity level

3. Develop Attribute Descriptions for further clarification of what the outcomes are

4. Review with stakeholders particularly management, peers and client community to

confirm that the roadmap described for maturing the practice meets expectations (see

Figure 2)

5. Create a spreadsheet to record the CMM process levels, attributes and descriptions (see

Figure 3)

6. Evaluate and score each Attribute within each process level

• I used a simple scale of: 0 = not started, 0.5 = underway, 1 = complete

7. Total scores for each level to determine CMM level and total EA Maturity score

8. Publish and review regularly (annually at a minimum)

Figure 2: Completed Enterprise Architecture CMM Model

CMM – Enterprise Architecture
Level 3 + ……
Level 4 + ……
• EA GP & Stds
• EA integrated
recognized
in BCIT
institutionally
Level 2 + …… • EA Standards
• BCIT Capital
• EA Guiding & Waivers
Plan adjusted
Principles improve EA
based on EA
Published • EA metrics
Level 1 + …… • Senior Mgmt
• EA Roles Integ. support
• Implements involved in
• EA Process every decision
Zachman EA review
Communicate maker at BCIT
• EA Guiding • Domain Arch.
• EA Manages • Explicit
Principles Manage docs Attributes
Value

• EA ad hoc Artifacts governance of
• EA Roles • Explicit
• EA docs & stds • Senior Mgmt IT purchases
• Explicit links governance
created locally support and using EA Stds
to BCIT for managing
• Tech Reqmts endorse EA & Waivers
strategy IT purchase
determine • Explicit EA • Technology
• EA Artifact variances
strategy governance Investments
Development • All planned IT
• No IT Service for BCIT IT Optimized
• EA Docs purchases
Culture purchases with EA
Centralized governed by
based on stds EA standards

EA Process EA Process EA Process EA Process EA Process Descript.
Informal Development Defined Managed Optimized

Level #

Time

Figure 3: Enterprise Architecture CMM in MS Excel

Applicability of the Model
Now that the model is built, we will explore its applicability. As a reminder the Strategic

Practice CMM:

• Describes the maturity of a process

• Creates a roadmap for maturing a process

• Communicates a plan to clients of the process

• Motivates the strategic practitioner

Using the CMM as a roadmap to mature a process answers the question “What should I do

next?” It also provides guidance to the strategic practitioner about where to focus their efforts

“Where should I focus next?” The tool can be used as a performance development tool by

managers of the strategic practitioners to help support and develop their careers.

Describes the maturity of a process

• Introducing a new strategic practice requires a plan and a roadmap

• Strategic Practitioner needs a way to communicate their process to stakeholders

• Published the Strategic Practice CMM within a department and to the client community

Measurement Attributes

• Easy to assess if complete or not

• Simple scoring system – no weighting for more complex attributes

• Updated as attributes are complete – clearly shows progress which is a positive

motivation factor

• Reviewed annually to account for changes in strategy

Communication

• The CMM is the roadmap for the process maturation

• Clients (internally and externally) can see where the practice is going and provide

feedback (hopefully constructive) to the strategic practitioner

Motivation

• The CMM is clear and provides the strategic practitioner with a roadmap to mature their

practice

• The CMM is reviewed annually (at a minimum) so that strategic practitioner can

celebrate successes of completed attributes in a level.

• Ideally, when the strategic practitioner completes an attribute, they should update their

CMM. This scoring approach tangibly demonstrates the competence of the strategic

practitioner

• If the strategic practitioner becomes overwhelmed with all the work they need to do, a

manager can refer them back to their CMM roadmap as the agreed upon action plan and

this reduces the stress on the strategic practitioner

Measuring Value and Assessing Maturity

The next set of steps will help the strategic practitioner measure the maturity and value delivered

by their Strategic Practice. The example used below is the development of an Enterprise

Architecture practice. You will see all 5 levels with their attributes. Completed attributes are

shaded green, underway attributes are shaded yellow and planned attributes have no shading.

Figure 4: Measuring the Value – Level 1

Measuring the Value – Level 1

Level 1 – EA Process Informal

Architecture planning/implementation done
EA ad hoc for architecture domains in silos

Lack of an integrated architecture,
EA documents and standards created locally standardized

Technology requirements determine Technology decisions are based on existing
implementation strategy vendor requirements

Lack of IT Service Culture Firefighting or reactive mode

Business needs do not drive technology
adoption Minimal links to business strategy

Possible Score:5 Actual Score:5




Level 2 – EA Process Development

Adopt EA Framework Selected Zachman Framework
EA Guiding Principles and Standards Create EA guiding principles for making
Developed technology decisions
Articulated roles in various governance
groups and responsibilities for
EA roles and responsibilities developed architecture changes

Explicit links to BCIT Strategy IT Projects support a strategic initiative
Create and publish documents and standards
EA Artifact Development based on guiding principles
Created a web place with doc repository and
EA documents centralized blog

Possible Score: 6 Actual Score: 6



Level 3 – EA Process Defined

Publish EA guiding principles for making technology
EA Guiding Principles and Standards Published decisions

EA roles integrated into IT Services processes EA Approval in PM and ChgM

EA Process Communicated Make EA presentations internally and externally
Enterprise Architect responsible for evolving
Enterprise Architect Manages Documents documents

Senior Mgmt support and endorse EA Senior Mgmt make decisions using EA principles

Explicit EA governance for IT Services technology IT Services will ensure technology purchases from
purchases based on standards their budget meet EA standards

Define and Capture EA Metrics Publish current EA metrics and identify target metrics

Build EA Documents Domain Architects develop current state documents

Possible Score: 8 Actual Score: 5.5



Level 4 – EA Process Managed

EA Guiding Principles and Standards Embedded into Clients leverage EA documents to plan and implement
Institutional Culture technology

BCIT Capital Plan adjusted based on EA principles Operational Planning and Budget Requests rely on EA

Senior Mgmt present institutional strategy (internal &
Senior Mgmt understand and use EA external) using EA

Domain Architects Manage Documents Domain Architects responsible for currency of documents

IT Services Mgmt must approve a deviation from EA
Deviations from EA Standards require an Approved Waiver standards

Explicit EA governance for all BCIT technology purchases IT Services will ensure BCIT technology purchases meet EA
based on standards standards

Conduct EA Metric Gap Analysis Generate projects that move EA to target metric




Level 5 – EA Process Optimized

EA integrated into the education, research and
business of BCIT EA Documents used by every decision maker

Explicit governance of technology purchases Senior Mgmt must approve a deviation from EA
using EA standards & waivers standards

EA metrics are the authoritative source to Senior Mgmt use EA dashboard to understand
improve BCIT using technology current and projected technology needs

EA drives Strategic and Operational Budget Budgets are approved based on EA identified
Planning needs instead of a bidding process

Technology investments optimized by adhering No unplanned technology investments made at
to Institutional EA process BCIT



Now that each level has been scored a summary of the process maturity can be communicated.

Figure 9: Measuring the Value – Summary

Measuring the Value – Where are we?

Enterprise

Total
Total
Architecture
CMM Summary 1 2 3 4 5
Actual

Actual

Actual

Actual

Actual

Actual
Plan

Plan

Plan

Plan

Plan

Plan
as of March 2008

Enterprise
Architecture 5 5 6 6 8 5.5 7 1.5 5 0.5 31 18.5


Examples of Other Strategic Practice Capability Maturity Models – Figures 10-12

CMM – Project Management
Level 4 + ……
• Continuously
Level 3 + …… seeking
• Formalize the improvements
Level 2 + …… Office of PM • Take process
• Small Team of • PMO is a Sr. & methodology
focused PM’s member of the out to other
Level 1 + …… • PM’s allocated department areas of the
• Implements out to resource • Participates in institute
processes projects strategic • Participates at
• Develops and • Requires some planning an Institutional
level
Attributes
• Identifies and provides matrix mgnt • Has tactical &
develops training to staff • Integrates • Adds value to
Value

strategic
templates & • Manages central PM’s planning staff other Institute
processes processes with other as part of departments
• Recommends • Provides departmental portfolio by sharing
metrics guidance to PM’s for cross • Involved in processes and
• Investigates dept. PM’s training making project methodology
best practices • Reviews • Increases selections as • Finds ways to
• Proposes process effect- standardization part of the apply skills to
governance & iveness and in process & governance of strategic value
structure adjusts/adapts Methodology IT. of BCIT

Centre
Project Process Resource Project
Of Descript.
Guidance Control Control Control
Excellence

Level 1 Level 2 Level 3 Level 4 Level 5 Level #

Time
Mature CMM SP Value Future



CMM – Business Architecture
Level 4 + ……
Level 3 + …… • BA innovates
• BA creates & and pro-
documents ‘use actively seeks
Level 2 + ……
cases’ process imprv.
• BA Processes
• BA baseline & • BA & process
communicated
Level 1 + …… metrics improvement
• Solution
• Implements BA documented become
development
framework • BA facilitates inherent in all
• BA documents
• Identify modeling business design
• BA investigate vision & scope
proposed BA future state • BA method’gy
ad hoc • Model the As-Is Attributes
Value

process with clients continuously
characteristics state
• BA document • PM directly improved
• BA documents • BA collaborates
“what is or has involved in BA • BA & Process
and models with client and
worked in the review Improvement
current process PM to set
past” • BA captures metrics std’zed
• support client priority & effort
• ID root causes req. policies & and measured
base within • BA creates a
• Prepare “Bus- procedures at an orgn’l
current capacity ‘quantified’
iness require- • BA identifies level
and available process impr’v
ments” doc’nt. resource &
infrastructure target state.
training needs

BA Process Descript.
BA Process BA Process BA Process BA Process
Initial
Defined Repeatable Managed Optimized
Awareness
Level #

Time


CMM – IT Security

Level 4 + ……
• BCIT Sec Risks
Level 3 + …… Mitigated
• Perform Vuln. • BCIT Incident
Level 2 + ……
Assessments Response Team
Level 1 + …… • Reactive Risk
• ITS Incident • BCIT Security
• App Owners Assessment
Response Team Architecture
set security • Common Log
• Formal Ent. Implemented
• System based & Forensics Attributes
Value

• Sec Risks not Security Arch • Training
monitoring • NW Arch chgs
considered • Coord policy, BCIT in
• Create Base after incident
• No Awareness procs & stds best security
Network Arch • Reactive Proc
of sec incidents • Create Security practices
• Sec Docs Creation
• No Coord. Website & proactively
stored locally • Reactive
Security Plan Presentations
• Training as Training
• Lack of policies
• No training plan Requested

Sec Process Descript.
Sec Process Sec Process Sec Process Sec Process
Not
Monitoring Reactive Preventative Proactive
Coordinated
Level #

Time


Measuring the Value of a Team of Strategic Practitioners

We used this cumulative scoresheet to demonstrate the combined maturity of all our Strategic

Practices and therefore the maturity of our Strategic Practice group to bring value to our

organization.

Figure 13: Measuring the Value – Summary of Several Strategic Practices

Measuring the Value
Strategic Practices
CMM Summary 1 2 3 4 5 Total

as of March 2007 Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual

Business Architecture 5 5 4 2.5 8 4.5 6 2.5 4 0 27 14.5

Business Continuity

Enterprise
Architecture 5 5 6 6 8 5.5 7 1 5 0.5 31 18

Project Management

Security 5 5 5 5 5 4.5 5 2.5 5 0 25 17

Total 15 15 15 13.5 21 14.5 18 6 14 0.5 83 49.5



Discussion of Motivational Theories
There are several motivational theories that support the use of this model to help motivate

strategic practitioners to create and develop their strategic practices. As I read Edward Deci’s

book “Why We Do What We Do”, I found much of what he explores in Part One “The

Importance of Autonomy and Competence” directly related to the successes we encountered by

taking a Capability Maturity Model approach. Specifically, Deci’s chapters on the need for

Personal Autonomy and Engaging the World with a Sense of Competence confirm our approach

to building and using the Capability Maturity Model. Next, I will use Tosti and O’Brien’s Ten

Types of Job Reinforcers Taxonomy to analyze the Strategic Practice Capability Maturity

Model. Finally, I will use Mumford’s Needs to demonstrate why the Strategic Practice

Capability Maturity Model works as a motivational model.

Personal Autonomy

Deci’s book, chapter 3 contains many ideas about personal autonomy. I found that several ideas

directly relate to the success of using a Capability Maturity Model approach. Deci writes about

the intrinsic need for people to feel like they have some control on the work they do. (Deci p.30)

My manager asked me to create and communicate a CMM for Enterprise Architecture. This

allowed me to be in control of the work I was assigned to and made it feel like it was my own.

Intrinsic motivation and autonomy are esteem needs as defined by Maslow and can be as strong

as Maslow’s physiological needs. Giving people a choice on how to accomplish a goal makes all

the difference in their feelings of autonomy and motivation. (Deci p.34) The final idea in the

chapter explores Autonomy support which is the opposite of control. This means taking the

person’s perspective by encouraging self initiation, experimentation and responsibility. (Deci

p.42) By encouraging a collaborative process for building the CMM, we respect the

contributions of individuals to a common goal. deCharms’ model of “plan-choose-act-take

responsibility” fits very well with our approach of using the Strategic Practice CMM and directly

supports personal causation. (Deci p.30)

Sense of Competence

In chapter 5 of Deci’s book, he explores the theme of competence. He provides a term that is

new to me – instrumentalities. Deci defines instrumentalities as linkages between people’s

behavior and their desired outcomes. (Deci p.57) By putting linkages into the system of work,

instrumentalities can motivate people’s achievement. The Capability Maturity Model is such an

instrumentality. It provides a clear linkage of what the Strategic Practitioner must accomplish in

order to mature the practice they are tasked to implement. This is not the full picture because

instrumentalities are not enough to ensure a high level of productive involvement. (Dec p.63)

People need to have a level of confidence in their skills in order to be successful. Deci

references the work of James Connell and Ellen Skinner; people need to have both the strategies

and capacities for attaining desired outcomes. (Deci p.64) The Capability Maturity Model

provides both strategies and capacities for the Strategic Practitioner. When working on a multi-

year process to develop and implement a strategic practice, it is very easy to lose focus on the

end goals. I use the model to re-focus my efforts in such situations for myself and other strategic

practitioners. I have a mantra I use with my team when they come to me for advice about

advancing their practice – “Look at your CMM”. It is amazing the difference in the person’s

attitude and motivation after we sit together and review their accomplishments with the CMM.

We start with what they have completed and turn that cell green in the model. Next we look at

what is underway and turn those cells yellow. Now instead of looking at black and white model,

there is a color coded indication of progress and accomplishment. Robert White wrote about

“The Concept of Competence”. He argues that the people desire to feel competent in their

environment and should be thought of as a fundamental human need. (Deci p.65). By building

their Strategic Practice CMM, confirming its contents with their manager and peers, the Strategic

Practitioner develops a strong sense of the challenges they face and their capability to

competently tackle them.

Tosti and O’Brien – Ten Types of On the Job Reinforcers

Tosti and O’Brien published a short article in the NSPI Journal in 1978 listing a taxonomy of

On-the-Job Reinforcers. The table below describes each reinforcer and how the Strategic

Practice CMM relates to it.

Analysis of Strategic Practice CMM using Tosti and O’Brien (1978)

Reinforcer Type Reinforcer Description Strategic Practice CMM - Benefits
Recognition Praise, awards, certification of Model can be published for
accomplishment, formal management, peers and customers to
public acknowledgement, etc see accomplishments
Tangible Rewards Cash bonuses, commissions Strategic Practitioner can be measured
profit sharing, etc on the achievements recorded in the
CMM and depending on the
organization receive rewards. In our
organization, an intermediate systems
analyst used the CMM as evidence of
working at a senior level and had their
job reclassified to a senior level with
increased pay.
Job Tasks Assignment of new duties, The Strategic Practice CMM is
vertical redesign of present fundamentally a model to help build a
job, opportunity for advanced new practice. It inherently captures the
training, etc activities required to implement a new
practice.
Job Responsibilities Opportunity for more self This is almost a perfect fit for the
management, more power to Strategic Practice CMM approach.
decide/implement, more Please referring to the building the
frequent participation in model section of this paper.
decision making, given the
opportunity to select goals and
targets, etc
Status Indicators Invitation to “high level” Another good fit. I wrote another blog
meetings, a new title, placed post on what a Strategic Practitioner is
in a special category, etc http://leodesousa.ca/2010/02/enterprise-
architects-what-attributes-do-you-look-
for/
Incentive Feedback Increased knowledge of The Strategic Practice CMM directly
quantitative outputs, graphs of provided this reinforcer by providing a
progress, receiving knowledge method to measure and show value.
of individual performance, etc Refer to the Measuring Value section
of this paper.

Personal Activities Doing “screw off” behaviors Not applicable to the Strategic Practice
at work, etc CMM
Social Activities Talking with fellow The Strategic Practitioner can use the
employees, “Shooting the CMM as a discussion tool to gather
breeze” with the boss, etc feedback and communicate direction to
colleagues and management.
Relief from Adversive Exempt from time clocks, Not applicable to the Strategic Practice
Policies or Procedures company policies, etc CMM
Relief from Adversive Better lighting, office, location Not applicable to the Strategic Practice
Work Environment etc CMM

Mumford’s Needs for Job Satisfaction

Mumford (1991) wrote about five employee needs (Chen 2010):

• Knowledge - need to fully use skills and learn new things;

• Psychological - need for recognition, status, responsibility, and advancement;

• Support/control/efficiency - need for support staff, a fair pay structure, and

encouragement from supervisors;

• Task - need to use a variety of skills, have autonomy, and get feedback;

• Ethical/moral, need for fair treatment and communication about important decisions

The Strategic Practice Capability Maturity Model addresses 4 of Mumford’s Needs. The model

does not address ethical and moral needs although it does contribute to communication about

important decisions. The task need is addressed by allowing the Strategic Practitioner to build

their model and articulate the attributes of each level of maturity. This implies the Strategic

Practitioner has the autonomy to use a variety of skills and techniques. The support need is

satisfied by using the Strategic Practice CMM to communicate the direction (e.g. roadmap) for

the maturation of a practice with colleagues and management. The psychological need can be

fulfilled by using the model to show progress towards a goal by measuring progress. Positive

progress provides a manager the option to reward and acknowledge the Strategic Practitioner.

Addressing the knowledge need is why we created the model. When a person is faced with

doing something new, particularly when the task is large and requires a long time to implement,

the Strategic Practice Capability Maturity Model provides a roadmap with incremental steps to

ensure success.

Conclusions
We decided to adapt the Carnegie Mellon Software Engineering Institute Capability Maturity

Model Integration methodology and used it to develop a plan and roadmap to mature the

creation of an Enterprise Architecture Strategic Practice at the British Columbia Institute of

Technology. In the years since we created this approach, it has been applied to other

Strategic Practices like Project Management, Business Architecture and IT Security. Based

on the comments and requests for more detailed information about our approach, we believe

this technique has broad applicability in many disciplines and organizations. A primary

contributor to the success of this approach is the motivational aspects of allowing a Strategic

practitioner to:

• Describe the maturity of their Strategic Practice using levels and attributes

• Plan and creates a roadmap for incrementally maturing a process

• Communicate a plan to management, colleagues and clients of the Strategic

Practice

• Motivates the Strategic Practitioner to develop and mature their Strategic Practice

by providing a vehicle for personal autonomy, sense of competence, on-the-job

reinforcers and a focus for job needs of knowledge, psychological, support and

tasks


References
Carnegie Mellon University, Software Engineering Institute (2010). Capability Maturity Model
Integration. http://www.sei.cmu.edu/cmmi/

Chen, Gina Marie (2010). Mumford’s Needs. Motivation at a Glance. IST 617 Course
Assignment, iSchool, Syracuse University

de Sousa, Leo (2007). Enterprise Architecture in Higher Education. http://leodesousa.ca/?s=cmm

Deci, Edward L. (1995). Why We Do What We Do: Understanding Self Motivation. Penguin
Books

Hodges, Charles B. (2004). Designing to Motivate: Motivational Techniques to Incorporate into
E-Learning Experiences. The Journal of Interactive Online Learning. Volume 2, Number 3.
http://www.ncolr.org/jiol/issues/showissue.cfm?volID=2&IssueID=8

Leganza, Gene (2009). Babies, Bath Water, And Enterprise Architecture Maturity Models.
Forrester.com. http://blogs.forrester.com/gene_leganza/09-09-10-
babies_bath_water_and_enterprise_architecture_maturity_models

Struebel, Ute. (2008). CMMi meets ITIL. Presented at the 2008 European SEPG
https://bscw.sei.cmu.edu/pub/bscw.cgi/d689601/Streubel%20three%20cases%20ITIL%20and%2
0CMMI-SVC%20B.pdf

Sun, Rui and Shi, Jintao (2010). Research on Capability Maturity Model for Organizational
Innovation Management: Focus on Intellectual Capital.
http://www.seiofbluemountain.com/upload/product/200911/2007qyczhy3z3a3.pdf

Tosti, Donald T. and O’Brien, Anne T. (1978). Ten Types of On-the-Job Reinforcers: A
Taxonomy. National Society for Performance and Instruction Journal.

Motivating Strategic Practice Development Using CMM

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