As we noted in Developing Our Approach, we linked the methodology to existing maturity models.
For background, specifically, one of the core maturity frameworks is the GAO ITIM Framework – (IT Investment Maturity) – has been the embedded driving basis for the Federal Government OMB Capital Planning and Investment Contraol, based on OMB Directive A-130 for selecting, controlling, and evaluating investment for many years.
When developing the five phases – analyzing segment readiness, charter & sponsorship, analysis & blueprint, execute & transition (implement), and maintain/manage – these were closely aligned to ITIM. The graphic below captures the overlap (pink) of the segment architecture with the maturity stages as well the enterprise architecture (blue) overlap for setting up tools, methods, goals; principles, criteria, and compliance; and then governance & tracking (PMO).
Breaking the Change Phases and alignment to ITIM maturity stages down
Phase 1 of the segment methods aligns directly with GAO ITIM stage 1. You first need to get your portfolio understood.
ITIM Stage 2 requires the architecture org to select their tools, methods, and goals to assure any transformative teams agree to the rules and tools to help change the investment, but in addition the transformation team in phase 2 needs to have solid backing of leadership and definition. You cannot miss this soft science aspect. Without leadership, change concepts become shelfware all too quickly. Just having that builds your chance or foundation of solid investment.
ITIM Stage 3 talks about having a well-defined portfolio to guide criteria for investment selection. This means architecture needs to have its principles, criteria, and compliance defined so when an investment comes up for change recommendations, the review is based on as objective review as possible. This is important again as change can be subjective as consensus is formed, so given such, definition of how to handle rationalization and remediation of decisions is key. Without this guidance, investment change wills stall at this point.
ITIM Stage 4 is where the change phase 3 analysis and recommendations is needed. If you do not have the previous ITIM stages and change phases executed, this puts instituting true change at risk of political, coup, disenchantment and many other misalignment, anthropological or bureaucratic issues.
ITIM Stage 5 essentially shows an organization has change maturity in its blood and can do segment phase 5 management and maintenance of change.
Where ITIM measures maturity, the approach lends to how to progress and when to progress to each maturity stage – for a segment. If this is a focus, take a chance to digest the ITIM maturity definition – it is nothing but complete. As well, reviewing the transformation approaches in MBT or FSAM.