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Maturity Models by Mind Map: Maturity Models
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Maturity Models

Trademarks are properties of the holders, who are not affiliated with mind map author.

Forrester

IT Governance Maturity Model

Information Security Maturity Model

Berenschot

Project Excellence Model® (PEM)

Date: 2003

Derived from EFQM / INK model, EFQM / INK model is suitable for traditional organizations but not for project organizations., Berenschot adapted the EFQM / INK model to a model that is appropriate for project organizations.

PEM consists of 12 key areas that are divided over:, organization area, consist of critical success factors (CSFs) in the project organization, leadership and team, policy and strategy, stakeholders management, resources, contracting, project management aspects, scheduling, budget, organization, information, risk, quality, results area, consist of project success criteria

PEM consists of 2 types of result areas:, narrow (easy tangible and measurable elements), ‘classic’ areas like time, costs and quality, broad (contain elements that can not be translated so easily in measurable terms), client, project personnel, contracting partners, users, stakeholders

AXELOS

Relationships between P2MM, P1M3, P2M3, P3M3.

PRINCE2® Maturity Model (P2MM)

PRINCE2® Maturity Model (P2MM), http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=462&sID=210

PRINCE2® Maturity Model (P2MM) Self-Assessment, http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=469&sID=210

Derived from P3M3®

Dedicated to PRINCE2®

Project Management Maturity Model (P1M3)

Since P2MM is focused specifically on the PRINCE2 project management method and therefore this model is only applicable to organizations that use the PRINCE2 method. In order to overcome this problem the Project Management Maturity Model (P1M3) is developed which is an abstraction of P2MM.

Abstraction of P2MM. P1M3 is, unlike P2MM, method independent and can be applied in any organization and is not only restricted to organizations where PRINCE2 is used as is the case with P2MM.

P1M3 is restricted to project management.

Project and Programme Management Maturity Model (P2M3)

P2M3 is an extension of P1M3.

Supports project and programme management.

Portfolio, Programme, Project Management Maturity Model (P3M3®)

P3M3® is a registered trademark of AXELOS Limited. P3M3® logo courtesy of the AXELOS Limited.

P3M3 is an extension of P2M3 and P2MM.

v1 was published in 2006.

v2 was published in 2008.

Official website, http://www.p3m3-officialsite.com/

P3M3® Introduction and Guide, http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=456&sID=235

Viewed independently for:, Portfolio (PfM3), http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=457&sID=210, P3M3® Portfolio Management Self-Assessment, Programme (PgM3), http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=464&sID=210, P3M3® Programme Management Self-Assessment, Project (PjM3), http://www.p3m3-officialsite.com/nmsruntime/saveasdialog.aspx?lID=458&sID=210, P3M3® Project Management Self-Assessment

5 Levels of maturity, Level 1 - Awareness of process, Level 2 - Repeatable process, Level 3 - Defined process, Level 4 - Managed process, Level 5 - Optimised process

7 Perspectives, Management Control, Benefits Management, Finance Management, Risk Management, Organisation Improvement, Organisation Governance, Resources, Each perspective describes the processes and practices that should be deployed at each level of maturity, Perspectivs group together a range of key characteristics

5 Common attributes, Planning effectively, Stakeholder involvement, Information & Configuration Management, Quality, Capability building, Common attributes are themes that are common in each perspective and can be found at each level

Watch: P3M3® Self Assessment Tool

Management of Value (MoV®) Maturity Model

Derived from P3M3®, as stated in official publication:, "The MoV maturity model mimics the P3M3 structure outlined in Figure D.1."

5 Levels of maturity, Level 1 – Awareness process, Level 2 – Repeatable process, Level 3 – Defined process, Level 4 – Managed process, Level 5 – Optimized process

Management of Risk (M_o_R®) Maturity Model

Derived from P3M3®

5 Levels of maturity, Level 1: Initial, Level 2: Repeatable, Level 3: Defined, Level 4: Managed, Level 5: Optimised

Portfolio, Programme, Project (P3O®) Offices Maturity Model

Derived from P3M3®, as stated in official publication:, "P3M3 provides a very useful input into the development of a P3O blueprint in terms of current and target portfolio, programme and project management capabilities."

ITIL® Maturity Model

http://www.axelos.com/gempdf/ITIL_Maturity_Model_v1_2W.pdf

Maturity level definitions are aligned with COBIT® and CMMI® definitions

5 Levels of maturity, Level 1: Initial, Level 2: Repeatable, Level 3: Defined, Level 4: Managed, Level 5: Optimized

PMI

Organizational Project Management Maturity Model (OPM3®)

OPM3 is a trademark of Project Management Institute, Inc.

4 Levels of maturity, Level 1: Standardize, Level 2: Measure, Level 3: Control, Level 4: Continually Improve

official website, http://opm3online.pmi.org/

Software Engineering Institute (SEI)

Capability Maturity Model (CMM)

http://www.sei.cmu.edu/cmmi/

The ‘parent’ / ‘grandfather‘ of the majority of maturity models is the Capability Maturity Model (CMM) published by the Software Engineering Institute (SEI) based at Carnegie Mellon University, Pittsburgh, US in 1986.

5 Levels of maturity, Level 1: Initial, Processes are ad-hoc, chaotic, or actually few processes are defined., Level 2: Repeatable, Basic processes are established and there is a level of discipline to stick to these processes., Level 3: Defined, All processes are defined, documented, standardized and integrated into each other., Level 4: Managed, Processes are measured by collecting detailed data on the processes and their quality., Level 5: Optimising, Continuous process improvement is adopted and in place by quantitative feedback and from piloting new ideas and technologies.

Capability Maturity Model Integrated (CMMI)

ITSMF

IT Service Management Capability Maturity Model (ITSM-CMM)

aligned to ITIL®

Harold Kerzner

Kerzner Project Management Maturity Model (KPM3 or K-PMMM)

https://www.iil.com/kpm3/

5 Levels of maturity, Level 1: Common Language, Level 2: Common Process, Level 3: Singular Methodology, Level 4: Benchamarking, Level 5: Continuous Improvement

Gartner

Gartner, Program and Portfolio Management (PPM) Maturity Model

Web Analytics Maturity Model

5 Levels of maturity

PMO Tools

The PMO Maturity Cube

http://pmotools.org/pmocube/index.php/homeController

3 Maturity Models, Service: A.1.7 - Managing one or more portfolios (Scope: Enterprise/Approach: Strategic), Level 0: The PMO does not provide this service., Level 1: The PMO maintains a list of active projects throughout the organization., Level 2: The PMO maintains a list of active projects and programs throughout the organization and establishes their prioritization but does not follow a structured portfolio management process., Level 3: The PMO maintains a list of active projects and portfolios, prioritizes them throughout the organization, and establishes formal processes, acting as facilitator in the definition (identification, categorization, evaluation, selection), development (prioritize, balance and commitment) and implementation (monitoring, review and change management) of the portfolio., Level 4: The PMO maintains a list of active projects and portfolios, prioritizes them throughout the organization, and establishes formal processes, acting as facilitator in the definition (identification, categorization, evaluation, selection), development (prioritize, balance and commitment) and implementation (monitoring, review and change management) of the portfolio. The PMO uses an integrated system to automate the organization's portfolio management process., Service: A.2.1 - Develop and implement the project management methodology (Scope: Enterprise/Approach: Tactical), Level 0: The PMO does not provide this service., Level 1: The PMO has developed a basic methodology for the organization, but it is not used consistently on all projects., Level 2: The PMO has developed a standard methodology for the organization, aligning possible existing methodologies in different areas, and the methodology used in most projects in the organization., Level 3: The PMO has developed a standard methodology for the organization, and it is used by all projects as it is mandatory unless a specific waiver is requested and approved., Level 4: The PMO has developed and improved the standard methodology for the organization focusing on best practices and continuous improvement., Service: A.3.3 - Monitor and control project /program performance (Scope: Enterprise/Approach: Operational), Level 0: The PMO does not provide this service., Level 1: The PMO monitors and controls the project /program performance considering time, cost, quality and customer satisfaction and provides follow-up reports without analysis upon request., Level 2: The PMO monitors and controls the project /program performance considering time, cost, quality, and customer satisfaction and analyzes the available data., Level 3: The PMO monitors and controls the project /program performance considering time, cost, quality, and customer satisfaction, analyzes data, and takes preventive and corrective actions working proactively with project /program manager and senior management.

PM Solutions

PM Solutions’ Project Management Maturity Model (PMS-PMMM)

Follows the Software Engineering Institute's (SEI) Capability Maturity Model's (CMM®)

Examines maturity development across ten knowledge areas in the Project Management Institute's (PMI®) A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

http://www.pmsolutions.com/resources/view/what-is-the-project-management-maturity-model/

5 Levels of maturity, Level 1: Initial process, Level 2: Structured process and standards, Level 3: Organizational standards and institutionalized process, Level 4: Managed process, Level 5: Optimizing process

PM Solutions’ Project Portfolio Management Maturity Model (PMS-PPMMM)

5 Levels of maturity, Level 1: Initial process, Level 2: Structured process and standards, Level 3: Organizational standards and institutionalized process, Level 4: Managed process, Level 5: Optimizing process

Sun Microsystems

Information Lifecycle Management (ILM) Maturity Model

5 Levels of maturity, Level 1: Chaotic, Level 2: Reactive, Level 3: Proactive, Level 4: Optimized, Level 5: Self-aware

Oracle

Oracle SOA Maturity Model

6 Levels of maturity, Level 0: No SOA, There is no SOA approach being taken. SOA is not underway., Level 1: Ad Hoc, Awareness of SOA exists and some groups are embarking on building services. There is no SOA plan being followed., Level 2: Opportunistic, An approach has been decided upon and is being opportunistically applied. The approach has not been widely accepted nor adopted. It may be informally defined, or if documented, may exist primarily as “shelf ware”., Level 3: Systematic, The approach has been reviewed and accepted by affected parties. There has been buy-in to the documented approach and the approach is always (or nearly always) followed., Level 4: Managed, The capability is being measured and quantitatively managed via some type of governance structure. Appropriate metrics are being gathered and reported., Level 5: Optimized, Metrics are being consistently gathered and are being used to incrementally improve the capability. Assets are proactively maintained to ensure relevancy and correctness.

Oracle Cloud Computing Maturity Model

6 Levels of maturity, Level 0: None, There is no Cloud approach being taken. No elements of Cloud are being implemented., Level 1: Ad Hoc, Awareness of Cloud Computing is established and some groups are beginning to implement elements of Cloud Computing. There is no cohesive Cloud Computing plan being followed., Level 2: Opportunistic, An approach has been decided upon and is being opportunistically applied. The approach has not been widely accepted and redundant or overlapping approaches exist. It may be informally defined, or if documented, may exist primarily as “shelf ware”., Level 3: Systematic, The approach has been reviewed and accepted by affected parties. There has been buy-in to the documented approach and the approach is always (or nearly always) followed., Level 4: Managed, The capability is being measured and quantitatively managed via some type of governance structure. Appropriate metrics are being gathered and reported., Level 5: Optimized, Metrics are being consistently gathered and are being used to incrementally improve the capability. Assets are proactively maintained to ensure relevancy and correctness. The potential for market mechanisms to be used to leverage inter-cloud operations has been established.

Oracle Master Data Management (MDM) Maturity Model

4 Levels of maturity, Level 1: Marginal, Level 2: Stable, Level 3: BestPractice, Level 4: Transformational

The Open Group

Open Group Service Integration Maturity Model (OSIMM)

7 Levels of maturity, Level 1: Silo, Level 2: Integrated, Level 3: Componentized, Level 4: Service, Level 5: Composite Services, Level 6: Virtualized Services, Level 7: Dynamically Re-Configurable Services

official website, http://www.opengroup.org/soa/source-book/osimmv2/

Open Information Security Management Maturity Model (O-ISM3)

5 Levels of maturity, Level 1: Initial, Level 2: Managed, Level 3: Defined, Level 4: Controlled, Level 5: Optimized

official website, http://www.ism3.com/

official publication, https://www2.opengroup.org/ogsys/jsp/publications/PublicationDetails.jsp?publicationid=12238

Digital Asset Management

DAM Maturity Model (DAM3)

5 Levels of maturity, Level 1: Ad Hoc, Exposure to the application of DAM technologies, including managing repositories and workflow systems., Level 2: Incipient, Casual understanding of DAM technologies, often starting in the form of content management systems and centralised document repositories., Level 3: Formative, Demonstrated experience with implementation of named DAM systems and core competencies, such as ingestion, cataloging, transformation, transcoding, distribution, etc., Level 4: Operational, Managing repositories and workflow systems is core to IT with organised knowledge transfer., Level 5: Optimal, Understanding and participating in forecasting enterprise DAM needs in preparation of future business requirements.

RIMS

RIMS Risk Maturity Model for Enterprise Risk Management

5 Levels of maturity, Level 1: Ad Hoc, Level 2: Initial, Level 3: Repeatable, Level 4: Managed, Level 5: Leadership

MINCE2 Foundation

Maturity INcrements IN Controlled Environments (MINCE)

http://www.mince2.com/

http://www.mince2.org/

5 Levels of maturity, Level 1: Activities, Level 2: Processes, Level 3: Systems, Level 4: Supply Chain, Level 5: Quality, Levels are derived form EFQM Excellence Model.

Tower I: People

Tower II: Methods and techniques

Tower III: Customer

Tower IV: Realization

Tower V: Knowledge

Tower VI: Supporting services

European Foundation for Quality Management (EFQM)

EFQM Excellence Model (aka. INK model, “Instituut voor Nederlandse Kwaliteit")

Information Security

Security Awareness Maturity Model

5 Levels of maturity, Level 1: Non-Existant Program, Level 2: Compliance Focused, Level 3: Promoting Awareness & Change, Level 4: Long Term Sustainment, Level 5: Metrics

http://www.securingthehuman.org/blog/2012/05/22/security-awareness-maturity-model

https://www.youtube.com/watch?v=qopLSlEYv9Q&list=UUYzwGkfOqrevO-4TuTjPLwQ

Information Security Management Maturity Model (aka. ISM-cubed or ISM3)

http://www.lean.org/FuseTalk/Forum/Attachments/ISM3_v2.00-HandBook.pdf

"Pragmatic Security Metrics – Applying Metametrics to Information Security" - Brotby & Hinson, 2013 p. 47

5 Levels of maturity, Level 1: Ad hoc, Information security risks are handled on an entirely informational basis. Processes are undocumented and relatively unstable., Level 2: Repeatable but intuitive, There is an emerging appreciation of information security. Security processes are not formally documented, depending largely on employee’s knowledge and experience., Level 3: Defined process, Information security activities are formalized throughout the organization using policies, procedures, and security awareness., Level 4: Managed and measurable, Information security activities are standardized using policies, procedures, defined and assigned roles and responsibilities, etc., and metrics are introduced for routing security operations and management purposes., Level 5: Optimized, Metrics are used to drive systematic information security improvements, including strategic activities.

ASL BiSL Foundation

BiSL® Maturity Model

5 Levels of maturity, Level 1: Initial, The organization does not have a stable environment in which Business Information Management processes are executed. There are however some attempts and sometimes activities are executed in order to acquire insight and knowledge. The results and the outcomes of the activities are usually unpredictable., Level 2: Repeatable, The organization executes activities repetitively. Previous experience and ways of working are used for the execution of activities. Signs of a standard way of working are appearing., Level 3: Defined and managed, The activities and processes are defined and documented. The processes have been well thought through. The processes have also been designed and implemented to provide quantitative and qualitative indicators that the organization can use for control and adjustment., Level 4: Optimizing, The organization is characterized by continual process improvement. Mechanisms and processes have been developed to enable ongoing and controlled improvements to the process., Level 5: Chain, The focus of the organization during the design and implementation, the improvement, and the mutual adjustment of processes all focus on increasing the added value within the process chain in which they participate.

ASL®2 Maturity Model

5 Levels of maturity, Level 1: Initial, The organization does not have a stable environment in which Business Information Management processes are executed. There are however some attempts and sometimes activities are executed in order to acquire insight and knowledge. The results and the outcomes of the activities are usually unpredictable., Level 2: Repeatable, The organization executes activities repetitively. Previous experience and ways of working are used for the execution of activities. Signs of a standard way of working are appearing., Level 3: Defined and managed, The activities and processes are defined and documented. The processes have been well thought through. The processes have also been designed and implemented to provide quantitative and qualitative indicators that the organization can use for control and adjustment., Level 4: Optimizing, The organization is characterized by continual process improvement. Mechanisms and processes have been developed to enable ongoing and controlled improvements to the process., Level 5: Chain, The focus of the organization during the design and implementation, the improvement, and the mutual adjustment of processes all focus on increasing the added value within the process chain in which they participate.

Pink Elephant

ITIL Process Maturity

6 Levels of maturity, Level 0: Absence, “There is absolutely no evidence of any activities supporting the process”, Level 1: Initiation, “There are ad-hoc activities present, but we are not aware of how they relate to each other within a single process”, Level 2: Awerness, “We are aware of the process but some activities are still incomplete or inconsistent; there is no overall measuring or control”, Level 3: Control, “The process is well defined, understood and implemented”, Level 4 Integration, “Inputs from this process come from other well controlled processes; outputs from this process go to other well controlled processes”, Level 5 Optimization, “This process drives quality improvements and new business opportunities beyond the process”

http://www.pinkelephant.com/DocumentLibrary/UploadedContents/PinkLinkArticles/ITIL%20Process%20Maturity.pdf

University of California (Berkeley)

Project Management Process Maturity (PM)2 Model

http://www.ce.berkeley.edu/~ibbs/yhkwak/pmmaturity.html

5 Levels of maturity, Level 1: Ad-hoc, No PM processes or practices are consistently available, No PM data are consistently collected or analyzed, Functionally isolated, Lack of senior management support, Project success depends on individual efforts, Level 2: Planned, Informal PM processes are defined, Informal PM problems are identified, Informal PM data are collected, Team oriented ~weak!, Organizations possess strengths in doing similar work, Level 3: Managed at project level, Formal project planning and control systems are, managed, Formal PM data are managed, Team oriented ~medium!, Informal training of PM skills and practices, Level 4: Managed at corporate level, Multiple PM ~program management!, PM data and processes are integrated, PM processes data are quantitatively analyzed,, measured, and stored, Strong teamwork, Formal PM training for project team, Level 5: Continuous learning, PM processes are continuously improved, PM processes are fully understood, PM data are optimized and sustained, Project-driven organization, Dynamic, energetic, and fluid organization, Continuous improvement of PM processes and practices

Date: 2002

Authors:, Young Hoon Kwak, Ph.D, C. William Ibbs, Ph.D

OMG

Business Process Maturity Model (BPMM)

5 Levels of maturity, Level 1: Initial, Level 2: Managed, Level 3: Standardized, Level 4: Predictable, Level 5: Innovating

Search Enginuity

SEO Maturity Model

5 Stages of maturity, Stage 1: Initial / Ad-hoc, Stage 2: Repeatable, Stage 3: Defined, Stage 4: Managed & Measured, Stage 5: Optimized

ION Interactive

Search Marketing Maturity Model

5 Levels of maturity, Level 1: Ad hoc, No management, no budget, no real structure., Level 2: Engaged, Some executive awareness, basic keyword research, limited testing of landing pages., Level 3: Structured, Actual budget, management responsibility, more detailed keyword research, some competitive research/insight., Level 4: Managed, Active executive participation, daily management, professional bid management of keywords, competitive benchmarking., Level 5: Optimized, Strategic executive participation, significant budget, integrated multi-channel analytics, segmentation of audiences etc.

This freeware, non-commercial mind map was carefully hand crafted with passion and love for learning and constant improvement ... (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Please don't hesitate to contact me for :-) Mirosław Dąbrowski, Poland/Warsaw.

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TMMi Foundation

Testing Maturity Model (TMM)

5 Levels of maturity, Level 1: Initial, Level 2: Definition, Level 3: Integration, Level 4: Management and measurement, Level 5: Optimisation

Martin Hopkinson

The Project Risk Maturity Model (RMM)

4 Levels of maturity, Level 1: Naïve, Although a project risk management process may have been initiated, its design or application is fundamentally flawed. At this level, it is likely that the process does not add value., Level 2: Novice, The project risk management process influences decisions taken by the project team in a way that is likely to lead to improvements in project performance as measured against its objectives. However, although the process may add value, weaknesses with either the process design or its implementation result in significant benefits being unrealised., Level 3: Normalised, The project risk management process is formalised and implemented systematically. Value is added by implementing effective management responses to significant sources of uncertainty that could affect the achievement of project objectives., Level 4: Natural, The risk management process leads to the selection of risk-efficient strategic choices when setting project objectives and choosing between options for project solutions or delivery. Sources of uncertainty that could affect the achievement of project objectives are managed systematically within the context of a team culture conducive to optimising project outcomes.