Sesi 09 organizational maturity

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
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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 ;
onot a static object stored somewhere in the organization
oit is a fluid, dynamic medium that encompasses the organization
oa 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.
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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
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This model serves as a guide for selecting process improvement strategies
oFacilitating the determination of the current process capabilities
oIdentification 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)
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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.
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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
oProcesses are usually ad hoc and the organization usually does not provide a stable environment.
oSuccess 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.
oOrganizations 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
oSuccesses are repeatable. The processes may not repeat for all the projects in the organization.
oProcess discipline helps ensure that existing practices are retained during times of stress.
oProject 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
oSet of standard processes is established and improved over time. Used to establish consistency across the organization.
oThe 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
oManagement can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications.
oOrganization set a quantitative quality goal
oSubprocesses are selected that significantly contribute to overall process performance.
oA 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
oFocusing on continually improving process performance through both incremental and innovative technological improvements.
oThe defined processes and the organization’s set of standard processes are targets of measurable improvement activities.
oProcess improvements & optimizing to adapt, address common causes of process variation and measurably improve the organization’s processes are identified, evaluated, and deployed.
oThe 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 ;
oUseful not only for developing software, but also for describing evolutionary levels of organizations in general
oCan 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
This is an idealized representation in that:
oTimescales are indicative - it is not uncommon for it to take many more years to reach cohesion, while the higher stages may seem ever distant
oPhases overlap in that some activities occur out of sequence, e.g. some cohesion activities can start as soon as a formal programme starts
oOrganizations 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 ;
oAd-hoc: KM exists in pockets across the organization; people practicing KM in one part of the organization are often unaware of similar practices elsewhere
oA formal programme: typically initiated as a corporate initiative, though it may only be division-wide; a focus is created to gain commitment and funds
oExpanding: 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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oCohesion: there is greater sharing of methods and standards across projects; typically there is a corporate steering body, such as a programme board
oIntegrated: 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
oEmbedded: 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
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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
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Maturity model based on CMM, adapted to organizational change and organizational cultural dimensions

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
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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
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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.
oassisted, 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
oself-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.
oorganic, 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 ;
oThere’s an expertise location system & Knowledge Support Office (KSO), a 24/7/365 help desk for knowledge content.
oEmployees contact the KSO to obtain help in locating, accessing, and making use of valuable knowledge content.

6. CoP MATURITY MODEL
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The Wenger CoP life-cycle model provides a good diagnostic to assess whether ;
oinformal networks exist within an organization
orecognized & supported by the organization
The life-cycle model ;
oshows 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.
ouseful 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 ;
oa knowledge journalist to help build, identify, and extract valuable content from community members;
oa knowledge taxonomist to help organize content once it is being produced at a steady rate;
oa 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
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STAGES of ORGANIZATIONAL MATURITY

CONCLUSION
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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.
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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, Vietnam May, 2008

Sesi 09 organizational maturity

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