A maturity model to assess organisational readiness for change

Abstract

International audienceThe presented model which is developed in a European project allows project management teams to assess the organisational maturity to integrate new practices under structural or technological change. Maturity for change is defined here as workforce capability to operate effectively in transformed processes. This methodology is addressed to tackle organisational readiness to fulfil business objectives through technological and structural improvements. The tool integrates a set of evaluations structured in three main steps defined as maturity levels. The two first levels 'change impact mapping' and 'As Is and To-Be state comparison' allow identifying departments, organisational actors impacted and introduce evaluations characterising change in processes. The third level 'key factors evaluation' provides needed resources estimation and introduces new work process support. The innovative feature of this model is to integrate technical and human capability for organisational development. This paper brings a practical resource in process design

Development of a Maturity Model for Software Quality Assurance Practices

“…OCRMM outlines the level of capacity that an organization has to change. According to [29], the model allows managers and other involved people to assess an organization's level of maturity and the organization's capacity to implement new practices either through technological or structural change. The model allows organizations to measure their readiness when it comes to accomplishing their organizational goals through structural and technological improvements.…”

Measuring the maturity of Indian small and medium enterprises for unofficial readiness for capability maturity model integration‐based software process improvement

“…With the passage of time, many authors have discussed step by step progression of maturity and related it with certain kind of innovation. 37,5 Garzás & Paulk, [38][39][40] have identified many general patterns and synthesized various stage models as following: (1) top management gets to know about an innovation; (2) a problem matching to the innovation is found; (3) cost of innovation and benefit of adopting the innovation are appraised; (4) process is influenced by many sources positively or negatively; (5) a decision, either adopt or reject the innovation, is made;…”

“…Baddoo et al 4 discussed adherence to good practices results in software project success in high maturity organizations. Zephir et al 5 working on the European project, tried to evaluate the maturity of the enterprise by applying novel practices characterized as a change with respect to structure or technology. Niazi et al 6 have explored that even highly resourceful organizations are not able to achieve desired maturity levels and results.…”

Gestaltungsbereiche der Digitalen Transformation von Unternehmen: Entwicklung eines Reifegradmodells

“…Die Analyse zeigt aber, dass sich bestehende Reifegradmodelle häufig auf einen eng definierten Bereich beziehen (Mettler 2010;Cleven et al 2014;Neff et al 2014) und nur wenige Modelle mehrere Unternehmensbereiche berücksichtigen (Albu/Panzar 2010). Zudem ist es -gerade bei Veränderungsprozessen, die die gesamte Organisation betreffen -wichtig, dass die Mitarbeiterperspektive, die Unternehmenskultur und die Zusammenarbeit nicht vernachlässigt werden, da Veränderungen immer auch ein Prozess der Wissensentwicklung und -weitergabe sind (Margherita/Petti 2010;Zephir et al 2011;Walton 2014). Einige bestehende Reifegradmodelle von Unternehmensberatungen versuchen den Fokus breiter zu legen (Westerman et al 2012;Sonntag/Müller 2013;BearingPoint Ltd. 2014;Land 2014;Lloyds Bank 2014;Steimel et al 2014;).…”