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Process Maturity Framework (PMF) - Part 2

In one of my previous blogs I wrote about the ‘Process Maturity Framework”. (Appendix H pg 263 from the V3 ITIL Service Design Book). I mentioned that you can utilize this framework to measure your Service Management processes individually or your Service Management program as a whole. 

With this discussion I would like to speak to the five areas that the assessment should be completed against at each level. The five areas are:
  • Vision and Steering
  • Process
  • People
  • Technology
  • Culture 
Initial (Level 1)
  • Vision and Steering:  Minimal funds and resources with little activity. Results temporary, not retained. Sporadic reports and reviews.
  • Process: Loosely defined processes and procedures, used reactively when problems occur. Totally reactive processes. Irregular, unplanned activities.
  • People: Loosely defined roles or responsibilities.
  • Technology: Manual processes or a few specific, discrete tools (pockets/islands).
  • Culture: Tools and technology based and driven with strong activity focus.
Repeatable (Level 2)
  • Vision and Steering: No clear objectives, irregular unplanned activities, reporting and reviews. Funds and resources available.
  • Process: Defined processes and procedures. Largely reactive process. Irregular, unplanned activities.
  • People: Self-contained roles and responsibilities.
  • Technology: Many discrete tools, but a lack of control. Data stored in separate locations.
  • Culture: Products and service-base and driven. 
Defined (Level 3)
  • Vision and Steering: Documented and agreed formal objectives and targets. Formally published, monitored and reviewed plans. Well funded and appropriately resourced. Regular, planned , reporting and reviews.
  • Process: Clearly defined and well-publicized processes and procedures. Regular, planned activities. Good documentation. Occasionally proactive process.
  • People: Clearly defined and agreed roles and responsibilities. Formal objectives and targets. Formalized process training plans.
  • Technology: Continuous data collection with alarm and threshold monitoring. Consolidated data retained and used for formal planning, forecasting and trending.
  • Culture: Service and customer oriented with formalized approach. 
Managed (Level 4)
  • Vision and Steering: Clear direction and business goals, objectives and formal targets, measured process. Effective management reports actively used. Integrated process plans linked to business and IT plans. Regular improvements, planned and reviewed.
  • Process: Well-defined processes, procedures and standards, included in all IT staff job descriptions. Clearly defined process interfaces and dependencies. Integrated Service Management and systems development processes. Mainly proactive process.
  • People: Inter- and intra-process team working. Responsibilities clearly defined in all IT job descriptions.
  • Technology: Continuous monitoring measurement, reporting and threshold alerting to a centralized set of integrated toolsets, databases and processes.
  • Culture: Business focused with an understanding of the wider issues. 
Optimizing (Level 5)
  • Vision and Steering: Integrated strategic plans inextricably linked with overall business plans, goals and objectives. Continuous monitoring, measurement, reporting alerting and reviews linked to a continual process of improvement. Regular reviews and or audits for effectiveness, efficiency and compliance.
  • Process: Well-defined processes and procedures part of corporate culture. Proactive and pre-emptive process.
  • People: Business aligned objectives and formal targets actively monitored as part of the everyday activity. Roles and responsibilities part of an overall corporate culture.
  • Technology: Well-documented overall tool architecture with complete integration in all areas of people, processes and technology.
  • Culture: A continual improvement attitude, together with a strategic business focus. An understanding of the value of IT to the business and its role within the business value chain.


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