3 Reasons Why Maturity Models are Successful

Cybersecurity Maturity Model

There are dozens of maturity models yet what creates executive level adoption and sponsorship? John Bryk’s CSO article (1) on a Cybersecurity Maturity Model caught my attention. My opinion is that there are three reasons why this maturity model created enterprise-level adoption:

Relevance to what matters in the boardroom
Cybersecurity is the body of technologies, processes and practices designed to protect networks, computers, programs and data from attack, damage or unauthorized access. Significant effort and corporate investments are occurring in this space to increase asset protection and decrease corporate liabilities. Maturity models focused in hot technologies will get attention.
Example: The Oil and Natural Gas Subsector Cybersecurity Capability Maturity Model (ONG-C2M2) was developed in support of a (United States of America) White House initiative led by the Department of Energy (DOE), in partnership with the Department of Homeland Security (DHS), and in collaboration with private and public-sector experts.

Clear Survey Domains aids in adoption.
Maturity models that are simple, not simplistic will help teams work with everyone, from decision makers to IT operations.
Example: ONG-C2M2 has 10 Cybersecurity domains, each with descriptions of best practices. It combines both risk assessment of operations and management practices. Easy peasy to conduct and explain potential gaps.

Ease of Communication of Why Assessment is needed
If you can quickly communicate both process and value, it helps with getting needed attention and organizational adoption.
Example: the ONG-C2M2 document states that “A maturity model is a set of characteristics, attributes, indicators, or patterns that represent capability and progression in a particular discipline. (which) exemplifies best practices …. A maturity model thus provides a benchmark against which an organization can evaluate the current level of capability of its practices, processes, and methods and set goals and priorities for improvement.” Again pretty easy peasy to communicate to both the teams involved and leadership.

In your experience, what are other ways that help maturity model adoption? Comments welcome below.

The New IT: Driving Business Innovation With Technology

Andi Mann, chief technology advocate at Splunk, sees major changes afoot in how IT and business are aligning.

Sourced through Scoop.it from: www.informationweek.com

I believe that Business Leaders don’t want Organizational Project Management (OPM,) they want the benefits which OPM can provide. Andi Mann, chief technology advocate at Splunk, provides a 4 minute blog which through our project management lens provides validation of the value of OPM without using our language. Big Takeaway – Talk the language of business & innovation and don’t force executives to translate our project management language.

First Andi Mann https://twitter.com/andimann indirectly defines OPM: “Connecting IT delivery directly with business goals is enabling the company to make data-driven technology decisions, creating measurably better business outcomes.”

Second Andi combines both technology and business approaches. He states “To stay competitive:
– organizations need to drive innovation, not only with their products and services, (for example Cloud and common Data Fabric) but
– also in business approaches and finding new strategies to exceed business goals.” (for example Dev Ops)

He also indirectly summarizes OPM benefits. “Aligning IT with business goals from the get-go gives companies a competitive edge and sets the standard for success.”

Great short read for any project management professional.