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|Title: ||Maturing by Learning: can aiming at shared minds result in an action plan for growing to the next level in IT Process Maturity?|
|Authors: ||Frijns, Gwenda|
|Issue Date: ||30-May-2008|
|Publisher: ||Open Universiteit Nederland|
This report presents the approach and results of a case study at the Information Technology (IT) department of Office Depot Europe, where brainstorming is used to create a plan for growing in process maturity.
First an IT Process Maturity Model is selected that is most applicable for a European IT organization that is currently at an early stage of maturity and is aiming to move towards a service oriented organization. The criteria for maturity level zero to three that are needed to move to the next level of maturity and priority indications are included in this model. The maturity model describes what needs to be done to move to the next level in maturity. The next step is to determine how to achieve this. A brainstorming method is selected that can result in planning actions to move to the next level of maturity and support cross-silo communication. Furthermore, the risks of the selected brainstorming method and possible alleviations are described.
The selection of the IT Process Maturity Model and the brainstorm method were done by performing a literature study on relevant subject matter articles. After the literature study a brainstorming pilot project was executed and closed by a survey filled out by the participants. Furthermore experts have been asked to share their opinion by filling out a survey as well. The combination of results of the literature study, the participant's feedback and external opinions resulted in recommendations regarding the creation of an action plan through brainstorming in order to move to the next level in the selected IT Process Maturity Model.
Findings IT Process Maturity Model
A process model is best suited as the organizational reference model to ensure anticipation on the cross-departmental approach of the model. The Process Classification Framework of The American Productivity and Quality Council (APQC) consists of a list of business areas and processes, including Information Technology.
The maturity levels that are used in the Gartner IT management process maturity model, the Capability Maturity Model integrated and the IT Service Capability Maturity Model are analyzed, combined and added to the APQC IT Process Framework resulting in the IT Process Maturity Model. The most important criteria for each maturity level have been described and extended with an additional split in three sub criteria, to simplify the required process change steps. The process areas have also received a priority number and all processes that have obvious direct customer contact have been marked to provide extra support to management.
Findings MetaPlan brainstorming
Two change strategies have been combined. Creative tension, where the desired future is described in the maturity model, and green-print-thinking, where the change of behavior will be achieved through participation. For the participation element of this research the MetaPlan brainstorming method has been selected. MetaPlan brainstorming is suitable for creating a cross-departmental, shared mindset and can result in the creation of an action plan. The most important risks with this approach are incorrect group size, no variation or new input during the session, groupthink or groupshift, unequal speaker time, lack of trust or involvement and cultural differences and an inexperienced moderator. Anticipations for these risks have been addressed in this research.
MSc. Business Process Management & IT Gwenda Frijns
Maturing by Learning: Abstract 30 May 2008
Conclusions and practical implications
The presented IT Process Maturity Model is not a traditional maturity model. The basis of the model is a scorecard for benchmarking the maturity of any given process. Priority numbers indicate in which maturity level each process should be executed. For using the IT Process Maturity Model it is necessary to understand the basic concepts of maturity models and process modeling. In order to get the model embedded in an organization it is important that it is recognizable for the users. MetaPlan brainstorming can lead to an action plan with limited or extra effort to move to the next level of maturity, as defined in the IT Process Maturity Model. The model needs to be pre-discussed with the brainstorming participants before the actual brainstorm session. However, before being able to discuss about growing in the level of maturity it is a requirement to have a view on the current situation.
Limitations and suggestions for further research
The results of this research are based on one case study and two expert opinions. Future case studies on the presented subject could emphasize the outcome presented in this report and with that either increase or decrease the significance of this research.
Originality and value
No or limited research is available regarding to the approach how to achieve what has been described as being the next step in a maturity model. Most studies only describe what needs to be done, this study also describe how this could be done.|
|Appears in Collections:||- Business Process Management and IT|
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