Organizational Capability Maturity Model

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An Organizational Capability Maturity Model is a maturity meta-model for capability maturity levels of different organizational capabilities (within an organizational discipline).



  • (Wikipedia, 2017) ⇒ Retrieved:2017-3-31.
    • Maturity is a measurement of the ability of an organisation for continuous improvement in a particular discipline (as defined in O-ISM3). The higher the maturity, the higher will be the chances that incidents or errors will lead to improvements either in the quality or in the use of the resources of the discipline as implemented by the organisation. Most maturity models assess qualitatively people/culture, processes/structures, and objects/technology. Two approaches for implementing maturity models exist. With a top-down approach, such as proposed by Becker et al., [1] a fixed number of maturity stages or levels is specified first and further corroborated with characteristics (typically in form of specific assessment items) that support the initial assumptions about how maturity evolves. When using a bottom-up approach, such as suggested by Lahrmann et al., distinct characteristics or assessment items are determined first and clustered in a second step into maturity levels to induce a more general view of the different steps of maturity evolution. Topics that are covered in maturity models include:
  1. Becker, J., Knackstedt, R., Pöppelbuß, J. (2009) Developing Maturity Models for IT Management - A Procedure Model and its Application. Business & Information Systems Engineering 1(3), 213-222


  • (Wikipedia, 2017) ⇒ Retrieved:2017-3-31.
    • A maturity model can be viewed as a set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainably produce required outcomes.

      A maturity model can be used as a benchmark for comparison and as an aid to understanding - for example, for comparative assessment of different organizations where there is something in common that can be used as a basis for comparison. In the case of the CMM, for example, the basis for comparison would be the organizations' software development processes.


    • There are five levels defined along the continuum of the model and, according to the SEI: "Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels. While not rigorous, the empirical evidence to date supports this belief".[1]
      1. Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a new or undocumented repeat process.
      2. Repeatable - the process is at least documented sufficiently such that repeating the same steps may be attempted.
      3. Defined - the process is defined/confirmed as a standard business process
      4. Capable - the process is quantitatively managed in accordance with agreed-upon metrics.
      5. Efficient - process management includes deliberate process optimization/improvement.


  1. State of Michigan SDLC Appendix on CMM Attests to 2001 use of the text so it couldn't have come from here.