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Figure H.1 Process maturity framework



The use of the PMF in the assessment of Service Management processes relies on an appreciation of the IT Organization Growth Model. The maturity of the Service Management processes is heavily dependent on the stage of growth of the IT organization as a whole. It is difficult, if not impossible, to develop the maturity of the Service Management processes beyond the maturity and capability of the overall IT organization. The maturity of the IT organization is not just dependent on the maturity of the Service Management processes. Each level requires a change of a combination of elements in order to be fully effective. Therefore a review of processes will require an assessment to be completed against the five areas of:

· Vision and steering

· Process

· People

· Technology

· Culture.

These are the five areas described within the PMF for assessing process maturity. The major characteristics of each level of the PMF are as follows.


Initial (Level 1)

The process has been recognized but there is little or no process management activity and it is allocated no importance, resources or focus within the organization. This level can also be described as ‘ad hoc’ or occasionally even ‘chaotic’.

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 Tool and technology-based and driven with a strong activity focus

Table H.1 PMF Level 1: initial


Repeatable (Level 2)

The process has been recognized and is allocated little importance, resource or focus within the operation. Generally activities related to the process are uncoordinated, irregular, without direction and are directed towards process effectiveness.

Vision and steering No clear objectives or formal targets Funds and resources available Irregular, unplanned activities, reporting and reviews
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 Product and service-based and driven

Table H.2 PMF Level 2: repeatable




Defined (Level 3)

The process has been recognized and is documented but there is no formal agreement, acceptance or recognition of its role within the IT operation as a whole. However, the process has a process owner, formal objectives and targets with allocated resources, and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference.

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 a formalized approach

Table H.3 PMF Level 3: defined


Managed (Level 4)

The process has now been fully recognized and accepted throughout IT. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defined, managed and has become proactive, with documented, established interfaces and dependencies with other IT process.

Vision and steering Clear direction with business goals, objectives and formal targets, measured progress 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

Table H.4 PMF Level 4: managed





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