Call for Presentation Proposals

Call for Presentation Proposals

SCONEST 2004(29-30 Dec 2004)PRESENTATION TITLEA Unified Strategic View of Organizational Maturity

PRESENTATION DESCRIPTION

Whenever maturity of an organization is under discussion, different people view it from different points of view. Where people inclined towards quality will refer to Capability Maturity Model (CMM), people focused on process will be talking about Process Maturity Model (PMM), and yet project people look at it from Project Management Maturity Model (PMMM) and Organization Project Management Maturity Model (OPM3) perspective. All of these people are talking about a maturity model but none have formulated a universally acceptable definition of maturity as such. From strategic point of view, if we can combine all these view points and try to find how an organization really matures, we probably will be able to find the most appropriate maturity model. The object of this paper is not to propose yet another maturity model but to find synergies amongst several viewpoints on organizational maturity and to answer the question "HOW DOES AN ORGANIZATION MATURE AND WHY?" If this question is well-responded after this study, we can start working towards the next question "HOW CAN WE FIND A COMMON STANDARD OR ORGANIZATIONAL MATURITY?" Future direction from this study would be to formulate a universally accepted ORGANZATIONAL MATURITY MODEL.

PRESENTATION ABSTRACTDifferent stakeholders view the maturity of an organization from different perspectives. Those focusing on "quality" refer to the Capability Maturity Model (CMM), others, focusing on "process" refer to the Process Maturity Model (PMM), last, but not the least, the project community proposes both the Project Management Maturity Model (PMMM) and the Organizational Project Management Maturity Model (OPM3).

To this day, all approaches fail to provide an acceptable shared definition of maturity and literature is yet to propose a comprehensive approach which is much needed for practical applications at strategic organizational levels.

The object of this research is threefold. First, it reviews the literature to find synergies amongst different organizational maturity models in order to propose a common definition. A second goal is to use the common key concepts to formulate a uniform standard of organizational maturity. The longer term goal is to alleviate the theoretical shortcomings that have prevented the development of a more generally accepted organizational maturity model.SESSION LEARNING OBJECTIVES

a. Various Organisational Maturity Models.b. Ke concepts to formulate a uniform standard of organizational maturity.

c. Theritical shortcomings that have prevenged the development of a more generally accepted organizational maturity model.