Presents a Capability Maturity Model (CMM) for assessing the maturity of Corporate Performance Management (CPM) within an organization. The CPM maturity development process was studied in five case companies where the author participated into CPM projects in a various consultation roles. Through a literature study and the development process in each company, the author has made observations, and has identified the key components, factors, and levels of a CPM maturity. The findings of this study further extend the CPM research providing a deeper understanding of the process, components, and levels of CPM maturity. The conference paper also provides organizations with an understanding about CPM and its potential value. The model provides a quick way for organizations to gauge where their CPM initiative is now and where it needs to go next.

1. A Capability Maturity Model for Corporate Performance Management – An Empirical Study in Large Finnish Manufacturing Companies 24.09.2009 Mika Aho, Consultant (BI/DW/CPM), PhD-student mika.aho@logica.com / mika.p.aho@tut.fi

8. A Capability Maturity Model for CPM – dimensions/components

9. A Capabiltity Maturity Model for CPM – levels / stages

10. Example of the levels Enterprise applications, EDW, analytical services. Predictive analytics. Analytical data and BI functionality can be turned into web services in order to leverage the data. DW and analytical server fades in the background. Enterprise data warehouses. Existing DW efforts are improving in data quality and value to the business. Some BI integration with applications. Queries crosses functional boundaries. Data warehouses. Enterprise-wide meta/master data repository established More timely loading of DW. Standard tools become favored. Functional area applications and disparate DW activities. Data is shared and standardized at the departmental level (on cross-functional projects). Data marts. Organizational standards for licensing and support. Tools aligned with user role. Ad-hoc solutions to CPM, different applications across the organization. Individual, disconnected spreadsheets and desktop solutions with their own set of data. No standards. Primitive techniques. Traditional management reporting and spreadsheets distributed without discrimination for actual needs. Inflexible and hard to modify. Infrastructure Technology 5 – Optimized 4 – Managed 3 – Defined 2 – Repeatable 1 – Initial 0 – Unaware

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