Sesi 09 organizational maturity

CHAPTER 7

Kimiz Dalkir

2005

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The relation between Organization maturity and KM practice

Indicators of Organization maturity

Measuring the level of maturity

Other Organization Maturity Model

09 Desember 2014 KM Teaching Group - Universitas TELKOM 2

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OBJECTIVES

Discuss the organizational maturity concept & its function

Understanding the phase of organizational maturity

List and describe 6 maturity model


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ORGANIZATIONAL MATURITY

Culture is ;

o not a static object stored somewhere in the organization

o a fluid, dynamic medium that encompasses the organization

o a complex entity that represents a moving target of sorts.

Culture changes within an organization is through a maturing process.

As organizations mature, so does the culture of that organization.


www.edelmanberland.com

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Optimal point or a threshold point that should be reached before effective knowledge management can be implemented.

Maturity model

o a descriptive model of the stages,

o through which organizations progress,

o as they define, implement, evolve, and improve their processes

The term "maturity" relates to the degree of formality and optimization of processes, from ad hoc practices, to formally defined steps, to managed result metrics, to active optimization of the processes.


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Maturity model serves as a guide for selecting process improvement strategies

o Facilitating the determination of the current process capabilities

o Identification of most critical issues to quality and process improvement within a particular domain

This model based on software or system engineering

There are a number of organizational and KM maturity models

o Most derived from the Capability Maturity Model (CMM)


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The Capability Maturity Model is an organizational model that describes five evolutionary stages (levels) in which an organization manages its processes.

The model also provides specific steps and activities to get from one level to the next.

Modern organizations embrace the concept of the “process driven company”. They want to grow, scale, deliver consistently and become less dependent on individuals and processes represent the way to get there.


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5 STAGES of CMM

Initial: • Processes are ad hoc, chaotic, or rarely

defined.

Repeatable: • Basic processes are established, and there is a

level of discipline to stick to these processes.

Defined: • All processes are defined, documented,

standardized, and integrated into each other.

Managed: • Processes are measured by collecting detailed

data on the processes and their quality.

Optimizing: • Continuous process improvement is adopted

and in place by quantitative feedback and from piloting new ideas and technologies


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Level 1 - Initial

o Processes are usually ad hoc and the organization usually does not provide a stable environment.

o Success depends on the competence and heroics of the people in the organization and not on the use of proven processes.

o But even in this chaotic environment, maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects.

o Organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes again.


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Level 2 - Repeatable

o Successes are repeatable. The processes may not repeat for all the projects in the organization.

o Process discipline helps ensure that existing practices are retained during times of stress.

o Project status and the delivery of services are visible to management at defined points (for example, at major milestones and at the completion of major tasks).


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Level 3 - Defined

o Set of standard processes is established and improved over time. Used to establish consistency across the organization.

o The organization’s management establishes process objectives based on the organization’s set of standard processes and ensures that these objectives are appropriately addressed.


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Level 4 - Managed

o Management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications.

o Organization set a quantitative quality goal

o Subprocesses are selected that significantly contribute to overall process performance.

o A critical distinction between maturity level 3 and 4 is the predictability of process performance. At maturity level 4, the performance of processes is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.


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Level 5 - Optimizing

o Focusing on continually improving process performance through both incremental and innovative technological improvements.

o The defined processes and the organization’s set of standard processes are targets of measurable improvement activities.

o Process improvements & optimizing to adapt, address common causes of process variation and measurably improve the organization’s processes are identified, evaluated, and deployed.

o The organization’s ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning.


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CMM is ;

o Useful not only for developing software, but also for describing evolutionary levels of organizations in general

o Can be extended to cover knowledge management processes, which can in turn serve to assess the organization’s current level of readiness for knowledge management


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SKYRME MATURITY MODEL

David Skyrme’s 6 steps; http://www.skyrme.com

o Timescales are indicative - it is not uncommon for it to take many more years to reach cohesion, while the higher stages may seem ever distant

o Phases overlap in that some activities occur out of sequence, e.g. some cohesion activities can start as soon as a formal programme starts

o Organizations can regress - we know of several companies that were close to the 'integrated' stage, yet lost their KM focus and back-tracked.


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Descriptions ;

o Ad-hoc: KM exists in pockets/silo across the organization; people practicing KM in one part of the organization are often unaware of similar practices elsewhere

o A formal programme: typically initiated as a corporate initiative, though it may only be division-wide; a focus is created to gain commitment and funds

o Expanding: there is a growing network of KM projects, some enterprise-wide projects and most likely a forum or community where KM practitioners share their experiences


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o Cohesion: there is greater sharing of methods and standards across projects; typically there is a corporate steering body, such as a programme board

o Integrated: with main business and management processes e.g. planning, measurement, performance, new initiatives (which can't kick-off until prove that existing knowledge has been tapped)

o Embedded: into behaviours, culture, procedures etc; KM may be invisible since it happens without thinking or is built seamlessly into organization processes and systems.


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1. PAULK MATURITY MODEL


phases that an organization has to complete in order to integrate a new way of doing things, a new technology, or a new process

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2. FUJITSU MATURITY MODEL


Maturity model based on CMM, adapted to organizational change and organizational cultural dimensions

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2. FUJITSU MATURITY MODEL


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3. INFOSYS MATURITY MODEL

KM effort devoted to capturing content,

KM initiatives aimed at promoting knowledge sharing can be considered premature

KM objective targets reuse when the organization is at the reactive level of organizational capability.

KM awareness increased and knowledge flows appear between disparate groups, organization can be diagnosed as being at the sharing level of organizational capability.


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4. KPQM MATURITY MODEL


Knowledge Process Quality Model by Paulzen and Perc (2002).

Based on principles of quality management and process engineering.

The underlying premise is that knowledge processes can be improved by enhancing the corresponding management structures

The maturity model makes it possible to implement a systematic or incremental KM application.

The maturity model consists of initial, aware, established, quantitatively managed, optimizing

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4. KPQM MATURITY MODEL


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5. FORRESTER MATURITY MODEL


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Describes the different stages of maturity in terms of how people are supported in the KM cycle.

o Assisted, other people are needed in order for knowledge workers to find valuable content and to connect with subject matter experts. Read p.206 for example

o Self-service, employees are able to make use of KM systems such as knowledge repositories, in order to find content and link to experts by themselves.

o Organic, knowledge management has ceased to be an “extra” burden, instead become part of how the knowledge work gets done every day.

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The Forrester KM Maturity Model is useful in determining the level of knowledge support that will be needed for effective KM to be established within a given organization.

Organization is at the assisted phase when ;

o There’s an expertise location system & Knowledge Support Office (KSO), a 24/7/365 help desk for knowledge content.

o Employees contact the KSO to obtain help in locating, accessing, and making use of valuable knowledge content.

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6. CoP MATURITY MODEL


The Wenger CoP life-cycle model provides diagnostic to assess whether ;

o informal networks exist within an organization

o recognized & supported by the organization

The life-cycle model ;

o Shows that community needs to have the maturation & stewardship of knowledge levels in order to begin creating value for its members & for the organization as a whole.

o Useful for aligning any new KM roles & responsibilities that will be needed in order to optimize KM efforts throughout the life cycle

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for example ;

o a knowledge journalist to help build, identify, and extract valuable content from community members;

o a knowledge taxonomist to help organize content once it is being produced at a steady rate;

o a knowledge archivist to help distinguish between content that should be stored or content that is no longer considered active

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Find others stages of maturity

Compare the result with the lecture materials


STAGES of ORGANIZATIONAL MATURITY

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CONCLUSION


Organizational and KM maturity models help to assess the current level of knowledge sharing and knowledge activities within an organization

It is important to note that there is a minimum level of maturity or readiness before KM stands a good chance of succeeding

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CONCLUSION

There are six maturity models presented.

Each can serve as a good framework for understanding how change is introduced and eventually adopted within knowledge-based organizations.

The current state of an organization can be diagnosed in order to better anticipate how organization and individual will react to KM initiatives.


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CONCLUSION

A better understanding of the level or phase of maturity of the organization will greatly help in identifying the potential enablers and obstacles to the organizational cultural change(s) required for KM to succeed


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CONCLUSION

All model start from the basic to identify knowledge as the competitive advantage

Usually begins with the individual, then spread into small informal groups (work/job forum)

Once the benefit materialized, it takes formal structure (department, division, cross-related)

To take full advantages of the KM the organization form a tools & method to manage the knowledge shared

Finally the shared knowledge become available and easy to access to enhance the performance


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CONCLUSION

CMM Paulk Fujitsu Infosys KPQM Forrester CoP

Initial Contact Chaotic Default Initial Assisted Identity/building trust

Repeatable Awareness Adhoc Reactive Aware Self-service Create value

Define Understanding

Organized Aware Established Organic Transition

Managed Trial Managed Convinced Quntitatively managed

Optimized Adoption Agile Sharing Optimizing

Institusionalized


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CONCLUSION


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CONCLUSION


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Halong Bay, VietnamMay, 2008

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Sesi 09 organizational maturity

Leadership & Management