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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STAGES of ORGANIZATIONAL MATURITY
 Find others stages of maturity
 Compare the result with the lecture materials
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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/bu
ilding trust
Repeatable Awareness Adhoc Reactive Aware Self-service Create
value
Define Understan
ding
Organized Aware Established Organic Transition
Managed Trial Managed Convinced Quntitative
ly managed
Optimized Adoption Agile Sharing Optimizing
Institusion
alized
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CONCLUSION
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Halong Bay, Vietnam
May, 2008
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Sesi 09 organizational maturity

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