Call for Presentation Proposals

SCONEST 2004
(29-30 Dec 2004)
PRESENTATION TITLE
A 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 ABSTRACT
Different 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.