The use of the PMF in the assessment of Service Management processes relies on an appreciation of the IT Organization Growth Model. The maturity of the Service Management processes is heavily dependent on the stage of growth of the IT organization as a whole. It is difficult, if not impossible, to develop the maturity of the Service Management processes beyond the maturity and capability of the overall IT organization. The maturity of the IT organization is not just dependent on the maturity of the Service Management processes. Each level requires a change of a combination of elements in order to be fully effective. Therefore a review of processes will require an assessment to be completed against the five areas of:

• Vision and steering
• Process
• People
• Technology
• Culture.

These are the five areas described within the PMF for assessing process maturity. The major characteristics of each level of the PMF are as follows.

Figure H. 1 Process maturity framework

Initial (Level 1)

Vision and steering	Minimal funds and resources with little activity Results temporary, not retained Sporadlc reports and reviews
Process	Loosely defined processes and procedures, used reactively when problems occur Totally reactive processes Irregular, unplanned activities
People	Loosely defined roles or responsibilities
Technology	Manual processes or a few specific, discrete tools (pockets/islands)
Culture	Tool and technology-based and driven with a strong activity focus
Table H.1 PMF Level 1: initial

Repeatable (Level 2)

Vision and steering	No clear objectives or formal targets Funds and resources available Irregular, unplanned activities, reporting and reviews
Process	Defined processes and procedures Largely reactive process Irregular, unplanned activities
People	Self-contained roles and responsibilities
Technology	Many discrete tools, but a lack of control Data stored in separate locations
Culture	Product and service-based and driven
Table H.2 PMF Level 2: repeatable

Defined (Level 3)

Vision and steering	Documented and agreed formal objectives and targets Formally published, monitored and reviewed plans Well-funded and appropriately resourced Regular, planned reporting and reviews
Process	Clearly defined and well-publicized processes and procedures Regular, planned activities Good documentation Occasionally proactive process
People	Clearly defined and agreed roles and responsibilities Formal objectives and targets Formalized process training plans
Technology	Continuous data collection with alarm and threshold monitoring Consolidated data retained and used for formal planning, forecasting and trending
Culture	Service and Customer-oriented with a formalized approach
Table H.3 PMF Level 3: defined

Managed (Level 4)

Vision and steering	Clear direction with business goals, objectives and formal targets, measured progress Effective management reports actively used Integrated process plans linked to business and IT plans Regular improvements, planned and reviewed
Process	Well-defined processes, procedures and standards, included in all IT staff job descriptions Clearly defined process interfaces and dependencies Integrated Service Management and systems development processes Mainly proactive process
People	Inter- and intra-process team working Responsibilities clearly defined in all IT job descriptions
Technology	Continuous monitoring measurement, reporting and threshold alerting to a centralized set of integrated toolsets, databases and processes
Culture	Business focused with an understanding of the wider issues
Table H.4 PMF Level 4: managed

Optimizing (Level 5)

Vision and steering	Integrated strategic plans inextricably linked with overall business plans, goals and objectives Continuous monitoring, measurement, reporting alerting and reviews linked to a continual process of improvement Regular reviews and/or audits for effectiveness, efficiency and compliance
Process	Well-defined processes and procedures part of corporate culture Proactive and pre-emptive process
People	Business aligned objectives and formal targets actively monitored as part of the everyday activity Roles and responsibilities part of an overall corporate culture
Technology	Well-documented overall tool architecture with complete integration in all areas of people, processes and technology
Culture	A continual improvement attitude, together with a strategic business focus. An understanding of the value of IT to the business and its role within the business value chain
Table H.5 PMF Level 5: optimizing

This maturity framework is aligned with the Software Engineering Institute Capability Maturity Model® Integration (SEI CMMI) and their various maturity models including the evolving CMMI-SVC, which focuses on the delivery of services.

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