Maturity Models for ITIL Processes and Functions
A maturity model is an instrument that evaluates the current position, strengths, weaknesses, and opportunities of certain aspects in your company. Maturity models can provide objectivity, particularly around:
To ensure that your proposed improvements actually align with business needs, you need capability assessment is required. That's where the maturity model comes in. In this article, we'll look at maturity models in general and then look at the ITIL maturity model.
(This article is part of our ITIL® 4 Guide. Navigate using the right-hand menu.)
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ITSM frameworks incorporate a range of maturity models. These support the goal of continuous improvement. While each maturity model works differently, a common design methodology is shared. These models evaluate factors such as:
The characteristics of the organization are identified at multiple maturity levels based on specific criteria. These levels are sequential and range from lowest IT capability to high maturity in leveraging appropriate IT functions.
In this article, we’ll review the maturity model per ITIL as it’s the most widely-adopted best-practices framework, then explore best practices for maturing modeling.
ITIL service lifecycle documents guidelines for various ITSM processes and functions. According to ITIL, Process is any structured set of activities designed to accomplish certain tasks. Examples of Processes include change management and problem management. IT functions, then, are defined as the teams, tools, and resources used to perform activities within those processes.
In ITIL maturity model assessment consists of a questionnaire about the demographics, attributes, inputs, interfaces, and outputs related to ITIL processes and functions. The maturity level of each process and function is then determined according to the following five levels.
The first maturity level finds that the processes and functions are disorganized, suggesting potential issues that must be identified and addressed to improve ITSM capability. Resource allocation is performed on a case-by-case basis and activities don’t follow pre-defined best practices. The processes and functions involved are not vital to the core business.
Successful execution of these activities may depend on the skillset and expertise of individuals who take the initiative, not on any overarching support or structure.
You've adopted an intuitive project-based approach to effectively provide services for specific ITIL processes and functions. You determine the stakeholders and project objectives beforehand, with the goal of obtaining high customer satisfaction.
Though activities are pre-defined, successful implementation depends on the individuals involved. Providing informal training ensures individuals are responsible for following a regular pattern to execute the activities. The lack of coordination and support also leads to human errors, irregularities, and inefficiencies during the implementation process.
In the Defined level, you’ll likely see a qualitative approach for managing IT service processes:
At this stage, the capability outlook of the organization is characterized by higher quality and productivity and lower risks.
A Managed maturity level means that you manage the functions and processes in line with a quantitative approach:
During this stage, processes are robust, and the risk of failure is low. Additional funding is commonly available to serve additional requirements or prevent failures.
The highest level of the maturity model is achieved when all process activities are subject to strong governance controls:
By evaluating the maturity level, organizations can identify an appropriate starting point for their ITIL implementation strategies. The challenge is not necessarily about knowing which processes and functions lack the necessary resources, policies, and management oversight. Instead, it is often unclear how to implement ITIL best-practices in complex enterprise IT environments, where processes are tightly integrated. Any proposed improvements will require careful strategic planning and prioritization across all processes. Contextual information is necessary to evaluate the resulting impact.
As part of an IT governance strategy, the following ITIL guiding principles should be adopted to improve ITSM maturity capability:
With any approach, there are some limitations. Any ITSM maturity model is a tool, and it may not always evaluate all attributes that define the true ITSM capability. The cost and complexity involved in conducting a holistic and insightful self-assessment may also outweigh your company’s resources. Capability maturity alone may not provide complete information if it is not adequately benchmarked against similar organizational and ITSM environments.
Many organizations may be inclined to using multiple frameworks for different IT service areas—therefore, multiple maturity models may be required to understand a true and holistic ITSM maturity capability of the organization.
