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Organizational Maturity

Organizational Maturity. Prepared for the Operations Summit by Philip J. Tarnoff. Agenda. What is organizational maturity? History of the concept Relationship to the transportation community Application to incident management Application to transportation organizations (Lockwood).

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Organizational Maturity

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  1. Organizational Maturity Prepared for the Operations Summit by Philip J. Tarnoff

  2. Agenda • What is organizational maturity? • History of the concept • Relationship to the transportation community • Application to incident management • Application to transportation organizations (Lockwood)

  3. Organizational Maturity – What is it? • A technique for evaluating the effectiveness of an organization’s processes • Defined in terms of five levels • Objectives include: • Repeatability • Effectiveness • Performance measurement • Optimization

  4. Organizational Maturity – What it isn’t • It is NOT another quality initiative (TQM, ISO9000, etc.) • It is NOT a prescriptive approach defining processes to be followed • It is NOT a directive from external organizations or senior management • It IS a way of “getting your act together”

  5. Maturity Levels Level 4 Goal for the future Predictable Level 3 Strong sense of teamwork, with full understanding of processes and performance objectives Most of today’s agencies Established Level 2 Fully coordinated operation. Performance data systematically collected and applied Managed Level 1 Processes fully documented & staff trained Performed Level 0 Ad hoc operation. Relationships not coordinated Incomplete Disorganized

  6. Interpretation of Levels

  7. Identifying a Level

  8. Maturity Rules • Level determined by the weakest characteristic • Levels cannot be skipped • Levels determined using an appraisal process • Process should: • Involve all management levels • Be collaborative • Actionable • Observe non-attribution of data

  9. An Interesting History • Developed by Carnegie Mellon U. (CMU) • Known as the Capability Maturity Model (CMM) • Developed for IT projects • CMM funded by DoD • Adopted by more than 30 organizations

  10. CMM Family Tree Acquisition IT Development Service Delivery CMM

  11. Planting a Second Tree Acquisition IT Development Service Delivery CMM For DOTs CMM

  12. Impacts of CMMon IT Projects

  13. Improvements for Systems Integration Projects

  14. Incident Management Objectives If an incident occurred today… • It would be managed the same way tomorrow • Effective response would be assured • Everyone would work as a team • Participation of key individuals would not be required • The agency would never be “caught by surprise” (e.g. evacuations)

  15. Application to Incident Management

  16. Achieving a Higher Maturity Level Step 1: Form a Maturity group (involve senior management) Step 2: Agree on business objectives Step 3: Agree on a reference model (matrix) Step 4: Formally appraise existing system Step 5: Define actionable appraisal results for moving to the next level

  17. Closing Thoughts • Don’t forget the key principles: • Confidentiality • Non-attribution of data • Collaboration • Preliminary efforts have demonstrated the value of the concept

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