Sesi 09 organizational maturity

CHAPTER 7

Kimiz Dalkir

2005

Quote of the Day

“ Our bravest and best lessons are not learned through

success, but through misadventure. ”

— Amos Bronson Alcott

09 Nopember 2013 KM Teaching Group - Universitas TELKOM 2

OBJECTIVES

Discuss the organizational maturity concept & its

function

Understanding the phase of organizational maturity

List and describe 6 maturity model


ORGANIZATIONAL MATURITY

Culture is ;

o not a static object stored somewhere in the organization

o it is 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.



Optimal point or a threshold point that should be reached

before effective knowledge management can be

implemented, is inherent in a number of organizational,

KM, and community maturity models.

Maturity model a descriptive model of the stages

through which organizations progress as they define,

implement, evolve, and improve their processes



This model serves as a guide for selecting process

improvement strategies

o Facilitating the determination of the current process capabilities

o Identification of issues most critical 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, most of which are derived from the Capability

Maturity Model (CMM)



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.


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



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. In spite

of this ad hoc, 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.



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).



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.



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.



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.



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


SKYRME MATURITY MODEL

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

This is an idealized representation in that:

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.





Descriptions ;

o Ad-hoc: KM exists in pockets 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



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); you know you are here when knowledge and KM are

explicitly addressed in corporate, division, team and individual

plans and objectives

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.


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

2. FUJITSU MATURITY MODEL


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

2. FUJITSU MATURITY MODEL


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.








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

4. KPQM MATURITY MODEL


5. FORRESTER MATURITY MODEL




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.



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.

6. CoP MATURITY MODEL


The Wenger CoP life-cycle model provides a good

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





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

Find others stages of maturity

Compare the result with the lecture materials


STAGES of ORGANIZATIONAL MATURITY

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

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.


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


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


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


CONCLUSION


CONCLUSION



Halong Bay, Vietnam

May, 2008

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Sesi 09 organizational maturity

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