Organizational maturity is a concept that describes the level of development, sophistication, and effectiveness of an organization’s systems, processes, and culture. It’s a measure of how well an organization is equipped to achieve its goals and respond to changes in its environment.

There are several models available to measure the maturity of an organization. Below is a simple example that was developed by the U.S. Department of Defense but it could easily be used by organizations like a Homeowners Association. Also included below is an immaturity model. This model is semi-serious but those that have lived long enough will recognize patters that exist in any organization.

The ambition of the Church Point Homeowners Association should be to achieve level 3 over a period of 5 years. Please see the article on the Future of the Church Point HOA for recommended actions.

Capability Maturity Model (CMM)

The Capability Maturity Model (CMM) is a model to measure process and organizational maturity, created after study of data collected from organizations that contracted with the U.S. Department of Defense, who funded the research. The term “maturity” relates to the degree of formality and optimization of processes, from ad hoc practices, to formally defined steps, to managed result metrics, to active optimization of the processes. There are five levels defined along the continuum of the model:

Level	Description
1	Initial (Chaotic, Ad Hoc, Individual Heroics) It is characteristic at this level that processes are (largely) undocumented and in a state of dynamic change, tending to be driven in an ad hoc, uncontrolled and reactive manner. This provides a chaotic and unstable environment.
2	Repeatable It is characteristic of processes at this level that some processes are repeatable, possibly with consistent results. Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing processes are maintained during times of stress.
3	Defined It is characteristic of processes at this level that there are sets of defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are in place (i.e. they are the AS-IS processes) and used to establish consistency of process performance across the organization.
4	Managed It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process. In particular, management can identify ways to adjust and adapt the process to particular projects, without measurable losses of quality or deviations from specifications. Process Capability is established from this level.
5	Optimizing It is a characteristic of processes at this level that the focus is on continually improving process performance, through both incremental and innovative technological changes/improvements.

Capability Immaturity Model

To include a lighter note, it is important to recognize that it is not only possible to measure maturity but it is also possible to measure immaturity. The Capability Immaturity Model (CIMM) is a semi-serious effort to provide a contrast to the Capability Maturity Model. The Capability Maturity Model is a five point scale of capability in an organization, ranging from random processes, at Level 1, to fully defined, managed and optimized processes, at Level 5. The ability of an organization to carry out its mission on time and within budget is claimed to improve as the CMM level increases.

The “Capability Im-Maturity Model” asserts that organizations can and do occupy levels below CMM Level 1. An original article by Capt. Tom Schorsch USAF, as part of a graduate project at the Air Force Institute of Technology, provides the definitions for CIMM. The article describes situations that arise in dysfunctional organizations. These situations are not uncommon and occur in organizations of all kinds.

Level	Description
0	Negligent The organization pays lip service, often with excessive fanfare, to implementing processes, but lacks the will to carry through the necessary effort. Whereas CMM Level 1 assumes eventual success in producing work (even if it is only through individual heroics), CIMM level 0 organizations generally fail to produce any product, or do so by abandoning regular procedures in favor of crash programs.
-1	Obstructive Processes, however inappropriate and ineffective, are implemented with rigor and tend to obstruct work. Adherence to process is the measure of success in a Level -1 organization. Any actual creation of viable product is incidental. The quality of any product is not assessed, presumably on the assumption that if the proper process were followed, high quality is guaranteed. This is the most common level achieved by most organizations that pursue CIMM ratings.
-2	Contemptuous The organization’s ineffectiveness has become apparent to the marketplace or the larger organization, which ignores or attempts to neutralize these unfavourable perceptions. Measurements are fudged to make the organization look good. Measures of activity replace measures of productivity and the organization becomes committed to ineffective processes, leading to a feedback cycle of increasing disorganization.
-3	Undermining Not content with faking their own performance, undermining organizations routinely work to downplay and sabotage the efforts of rival organizations, especially those successfully implementing processes common to CMM level 2 and higher. This is worst where company policy causes departments to compete for scarce resources, which are allocated to the loudest advocates.