GB962B Maturity Model R13.5

Frameworx Best Practice

Maturity Model

Customer Experience Management Solution Suite 1.5 GB962 Addendum B August 2014

Latest Update: Frameworx Release 13.5 Version 1.5.1

TM Forum Approved IPR Mode: RAND

©TM Forum 2014. All Rights Reserved.

Maturity Model Customer Experience Management Solution Suite 1.5

Notice Copyright © TM Forum 2014. All Rights Reserved. This document and translations of it may be copied and furnished to others, and derivative works that comment on or otherwise explain it or assist in its implementation may be prepared, copied, published, and distributed, in whole or in part, without restriction of any kind, provided that the above copyright notice and this section are included on all such copies and derivative works. However, this document itself may not be modified in any way, including by removing the copyright notice or references to TM FORUM, except as needed for the purpose of developing any document or deliverable produced by a TM FORUM Collaboration Project Team (in which case the rules applicable to copyrights, as set forth in the TM FORUM IPR Policy, must be followed) or as required to translate it into languages other than English. The limited permissions granted above are perpetual and will not be revoked by TM FORUM or its successors or assigns. This document and the information contained herein is provided on an "AS IS" basis and TM FORUM DISCLAIMS ALL WARRANTIES, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO ANY WARRANTY THAT THE USE OF THE INFORMATION HEREIN WILL NOT INFRINGE ANY OWNERSHIP RIGHTS OR ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. TM FORUM invites any TM FORUM Member or any other party that believes it has patent claims that would necessarily be infringed by implementations of this TM Forum Standards Final Deliverable, to notify the TM FORUM Team Administrator and provide an indication of its willingness to grant patent licenses to such patent claims in a manner consistent with the IPR Mode of the TM FORUM Collaboration Project Team that produced this deliverable. The TM FORUM invites any party to contact the TM FORUM Team Administrator if it is aware of a claim of ownership of any patent claims that would necessarily be infringed by implementations of this TM FORUM Standards Final Deliverable by a patent holder that is not willing to provide a license to such patent claims in a manner consistent with the IPR Mode of the TM FORUM Collaboration Project Team that produced this TM FORUM Standards Final Deliverable. TM FORUM may include such claims on its website, but disclaims any obligation to do so. TM FORUM takes no position regarding the validity or scope of any intellectual property or other rights that might be claimed to pertain to the implementation or use of the technology described in this TM FORUM Standards Final Deliverable or the extent to which any license under such rights might or might not be available; neither does it represent that it has made any effort to identify any such rights. Information on TM FORUM's procedures with respect to rights in any document or deliverable produced by a TM FORUM Collaboration Project Team can be found on the TM FORUM website. Copies of claims of rights made available for publication and any assurances of licenses to be made available, or the result of an attempt made to obtain a general license or permission for the use of such proprietary rights by implementers or users of this TM FORUM Standards Final Deliverable, can be obtained from the TM FORUM Team Administrator. TM FORUM makes no representation that any information or list of intellectual property rights will at any time be complete, or that any claims in such list are, in fact, Essential Claims.


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Direct inquiries to the TM Forum office: 240 Headquarters Plaza, East Tower – 10th Floor, Morristown, NJ 07960 USA Tel No. +1 973 944 5100 Fax No. +1 973 944 5110 TM Forum Web Page: www.tmforum.org


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Table of Contents Notice...................................................................................................................................................................2 Table of Contents ..............................................................................................................................................4 Executive Summary ..........................................................................................................................................5 1. Introduction ....................................................................................................................................................6 The Maturity Model Matrix..........................................................................................................................6 Summary of the 5 Levels ...........................................................................................................................7 Summary of the 6 Dimensions of Customer Experience .........................................................................8 Dimension Attributes ..................................................................................................................................8 Strategy ..................................................................................................................................................9 Organization, Leadership &/ Influence .................................................................................................9 People ....................................................................................................................................................9 Customer Insightfulness of Processes .................................................................................................9 Business Metrics / KPIs...................................................................................................................... 10 Tools / Systems .................................................................................................................................. 10 2. Key Capability Indicators, by Dimension................................................................................................ 11 Strategy ............................................................................................................................................... 11 Organization, Leadership & Influence ............................................................................................... 11 People ................................................................................................................................................. 12 Customer Insightfulness of Processes .............................................................................................. 12 Business Metrics / KPIs...................................................................................................................... 13 Tools / Systems .................................................................................................................................. 14 3. Administrative Appendix ........................................................................................................................... 15 3.1 About this document ...................................................................................................................... 15 3.2 Document History .......................................................................................................................... 15 Version History.................................................................................................................................... 15 Release History................................................................................................................................... 15 3.3 Company Contact Details ............................................................................................................. 15 3.4 Acknowledgments ......................................................................................................................... 16


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Executive Summary As organizations embark on the implementation of Customer Experience Management, a scale of measurement is needed to act as a compass to guide their way. No improvement is possible unless organizations can first assess their current level of adherence. Once a method of understanding maturity is in place a path of continuous improvement can be set. This addendum is the baseline for the Customer Experience Maturity Model, enumerating the 5-levels of maturity and 6 Dimensions of Customer Experience.


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1. Introduction In order to plan and execute a program of continuous improvement in the pursuit of a Customer Experience Management strategy, a method of assessing various dimensions of attributes at the current and target maturity levels has been found a useful approach to that end. The 5 levels and 6 dimensions of TM Forum’s Maturity Model are grounded in the Customer Life Cycle and Frameworx business model, thus providing practical approaches to actual best practices and standards. It should be noted that an enterprise is seldom monolithically lodged in one level of maturity across all dimensions of attributes. The path to comprehensive improvement in implementing a Customer Experience Management strategy will thus vary according to factors unique to the circumstances and environment in which the enterprise finds itself at any given time. For an enterprise to plan and execute a program of continuous improvement around their Customer Experience Management strategy, it is necessary to have a means to assess their maturity across key defining factors of customer experience. The TM Forum has created a model for this assessment that consists of five Maturity Levels across each of six Customer Experience Dimensions. The model is based on the Customer Lifecycle and the Frameworx business model, providing a structured and practical approach to creating this best practice.

The Maturity Model Matrix An enterprise is seldom at the same maturity level across all Customer Experience Dimensions. The path to comprehensive improvement in Customer Experience Management will vary according to the unique circumstances and environment present in that company. In that light, the Customer Experience Management Maturity Model combines the 5 levels and 6 dimensions into a matrix which provides a granular assessment level within each of the 6 dimensions. This allows organizations to specifically identify where they stand in each area and target improvement accordingly.


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Summary of the 5 Levels The five levels chosen for the Maturity Model are patterned after the widely-recognized Capability Maturity Model used for software engineering maturity assessment. The characteristics of these levels are broadly characterized as follows: 

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Level 1 – Initial: It is characteristic of processes at this level that they are (typically) un-documented and in a state of dynamic change, tending to be driven in an ad hoc , uncontrolled and reactive manner by users or events. This provides a chaotic or unstable environment for the processes. Level 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. Level 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. Level 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. Level 5 – Optimized: It is a characteristic of processes at this level that the focus is on continually improving process performance through both incremental and innovative changes/improvements.


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At maturity level 5, processes are concerned with addressing statistical common causes of process variation and changing the process (for example, to shift the mean of the process performance) to improve process performance. This would be done at the same time as maintaining the likelihood of achieving the established quantitative process-improvement objectives.

Summary of the 6 Dimensions of Customer Experience 

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Strategy: A measure of the degree to which there exists a Customer Experience Management theme in the enterprise strategy and of its effective integration with the other dimensions of strategy. A measure of the clarity of communication and consistency of actual behavior by the senior management with respect to Customer Experience Management, related to many of the customer experience dimensions listed below. The degree to which the company has a clear understanding of how customer experience will help its business and has established concrete objectives for improving or maintaining its level of customer experience. Organization, Leadership & Influence: A measure of the degree of focus of organizations on Customer Experience Management and the degree of crossorganizational coordination toward effective results. This includes aspects of governance and management as applied to Customer Experience Management, with a particular emphasis on executive leadership, as evidenced by tangible aspects of governance in the other Dimensions. People: A measure of the degree of development of awareness, skills, knowledge, and performance of those delivering value to the Customer. The degree to which everyone in the enterprise, as well as in its suppliers and partners, have the skills, knowledge, and incentives to deliver superior customer experience. Customer Insightfulness of Processes: A measure of the degree to which there exists a process-centric approach to Customer Experience Management and the effectiveness of the processes in place. The degree to which the company has processes for continuously understanding and acting upon the needs of customers as they interact with companies over time and across channels. Business Metrics / KPIs: A measure of the adoption/use of a system of enterprise-level measures, operations-level measures, or both, which are related to Customer Experience Management. The degree to which the company has defined customer experience metrics and uses them as an integral component to how it runs its operations. Tools / Systems: A measure of the intensity of use of business management IT systems in support of Customer Experience Management.

Dimension Attributes The matrix below defines attributes for each of the Customer Experience Dimensions at each maturity level. The initial attributes placed in the matrix below are meant to initiate discussion and further refinement of the attributes, as well as linkage to Frameworx. These updates will be the subject of subsequent enhancements to this document.


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As an aid in refining and enhancing these attributes, a Business Benchmarking survey of the industry is being commissioned for the latter half of 2012. Based on responses to that survey, analysis and conclusions drawn from the survey will further refine and detail more attributes and more specificity in relationship to Frameworx. The ranges of issues which will be specified in detail as the survey and other sources are included are outlined in the following sections. Strategy 

Clarity of vision across organization

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Existence of strategy

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Supplier/partner (extended value stream) coordination of CE strategy

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Relative emphasis on CE strategy

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Establishment of CE “culture”

Organization, Leadership &/ Influence 

Who has responsibility



Use in organizational goals

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Awareness across enterprise

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Effect on decision making

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Quantification of benefits

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Relationship to SLAs

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Business case development



New service coverage of CE topic



Degree of interaction across organization

People 

Coverage of management training

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Coverage of staff training

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Human resources involvement

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Recruitment of CE skills

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Staff turnover

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Employees rewards for CE involvement

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Relationship of staff goals to CE SLAs

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Supplier/partner value stream correlation with CE goals

Customer Insightfulness of Processes 

Processes in place



Customer life cycle touch point coverage


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Maturity Model Customer Experience Management Solution Suite 1.5 

Process maturity



Alignment with Frameworx



Customer feedback mechanisms

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Negative/positive feedback follow-up

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Social media monitoring

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Supplier/partner value stream process alignment

Business Metrics / KPIs 

How CE is quantified (external and internal)

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Sharing across value stream

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Customer life cycle coverage

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Actual use of measures

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Action taken from results

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New measures added

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When new measures are added

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Coverage of self-care measures

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Use of social media measures

Tools / Systems 

Degree of automation

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Age of systems

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Method of collection and reporting of information

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Consistency of view of customer

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Common product catalog

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Use of CE requirements in procurement and development

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Use of systems across extended (supplier/partner) value stream

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Use of CE aspects in RFPs

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How feedback is used

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Self-care systems support


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2. Key Capability Indicators, by Dimension The following Key Capability Indicators (KCIs) provide an example of how qualitative and quantitative measures of capability in the Dimensions of the CEM Maturity Model can be captured across the enterprise to develop a baseline of current capability and to highlight opportunities and challenges for reaching an increased level of maturity. These metrics reflect analysis of a survey (conducted over the winter 2012/spring 2013) of Service Providers, with the idea of aligning the questions of that survey to measures of use in discovery of the maturity level of an enterprise. Strategy 

Clarity of vision across organization o

o

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VS3—explicit discussion of CEM strategy contained in planning document(s)

Supplier/partner (extended value stream) coordination of CE strategy o

VS4—CEM strategy assessed, per supplier/partner

o

VS5--% assessed

Relative emphasis on CEM strategy o

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VS2--# of organizational units with statement of CEM vision

Existence of strategy o

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VS1—consistent statement of CEM vision in all organizational mission statements: Y/N

VS6--% of explicit CEM content in formal strategy communications

Establishment of CEM “culture” o

VS7—Confidential survey of C-Level, Middle Management, and Line Employees, ranking CEM relative emphasis on 1-5 scale

Organization, Leadership & Influence 

Who has responsibility o

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Use in organizational goals o

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OI2-% goals with explicit CEM language

Awareness across enterprise o

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OI1—% job descriptions with explicit CEM responsibilities

OI3--% of employees able to describe one or more of enterprise CEM goals

o

OI4--% of employees able to describe departmental CEM goals

o

OI5--% of employees able to describe own CEM goals

Effect on decision making o

OI6--% of formal governance artifacts with explicit CEM checklist


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

Quantification of benefits o

OI7--% of measured benefits quantitative versus qualitative

o

OI8--# of measured benefits

Relationship to SLAs o

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Business case development o

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OI9--% coverage of CEM goals/metrics in SLAs

OI10--% projects with specific CEM business case tracking

New service coverage of CEM topic OI11—% New service launches with specific CEM elements

o

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Degree of interaction across organization o

OI12--# of interdepartmental reviews of CEM objectives and results

People 

Coverage of management training o



Coverage of staff training o

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PE6--% of rewards CEM-related

Relationship of staff goals to CEM SLAs o

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PE5—average tenure in jobs with CEM duties

Employees rewards for CEM involvement o

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PE4--% recruitment postings with CEM duties

Staff turnover o

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PE3--% of job descriptions with CEM-specific duties

Recruitment of CE skills o

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PE2--% staff with process-specific training

Human resources involvement o

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PE1--% management with process-specific training

PE7--% of staff goals with SLA-specific references

Supplier/partner value stream correlation with CEM goals o

PE8--% coverage of PE1-PE7 in value stream

Customer Insightfulness of Processes 

Processes in place o

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PR1—% total process elements with CEM-specific aspects

Customer life cycle touch point coverage o

PR2--% of CEM life cycle touch points covered


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

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Process maturity o

PR3--% processes with defined CEM metrics

o

PR4--% CEM metrics used in enterprise performance measurement

Alignment with Frameworx o

PR5--# of Business Process Framework (eTOM) process areas in use

o

PR6--# of Information Framework (SID) ABEs in use

o

PR7--# of Application Framework (TAM) functions in use

o

PR8--# of Integration Framework interfaces in use

Customer feedback mechanisms o

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PR9—Customer feedback mechanisms formalized? Y/N

Negative/positive feedback follow-up o

PR10--% negative feedback follow-up

o

PR11--% positive feedback follow-up

PR12—average response time for follow-up

o

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Social media monitoring PR13—# social media feeds monitored?

o

o

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PR14--% social media results with follow-up

Supplier/partner value stream process alignment o

PR15--% coverage of PR1-PR15 in value stream

Business Metrics / KPIs 

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How CEM is quantified (external and internal) o

BK1--# of CEM-specific quantitative measures

o

BK2--% of process elements with CEM measures

o

BK3--% of SLAs with linkage to internal CEM measures

Sharing across value stream o

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Customer life cycle coverage o

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BK6--% of CEM measures directly connected to individual and enterprise performance assessment

Action taken from results o

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BK5--% of CEM life cycle with specific measures

Actual use of measures o

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BK4--# of measures shared across value stream

BK7--% of directed actions referring to CEM measure results

New measures added


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Maturity Model Customer Experience Management Solution Suite 1.5 o

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When new measures are added o

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BK9---% level of effort expended in new product/service launch prior to new measure addition

Coverage of self-care measures o

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BK8—% of new measures

BK10--% of self-care functions with CEM measures

Use of social media measures o

BK11--% of CEM measures based on social media input

Tools / Systems 

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Degree of automation o

TP1--# of CEM function points in systems

o

TP2--% of process steps supported by CEM systems

Age of systems o

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Method of collection and reporting of information o

TP4--% collection automated

o

TP5--% reporting automated

Consistency of view of customer o



TP10--% RFPs with explicit CEM requirements

How feedback is used o

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TP9--# of interface points with value chain supplier/partner systems

Use of CEM aspects in RFPs o

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TP8--% procurement and development artifacts containing explicit CEM requirements content

Use of systems across extended (supplier/partner) value stream o

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TP7—Common product catalog? Y/N

Use of CEM requirements in procurement and development o

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TP6--% systems with access to all CEM data

Common product catalog o

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TP3—average months in service of CEM systems

TP11--% of employees with access to Customer feedback

Self-care systems support o

TP12--% of CEM Life Cycle supported by Self Care systems


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3. Administrative Appendix 3.1 About this document This is addendum B of GB962 – Customer Experience Management Introduction.

3.2 Document History Version History Version Number

Date Modified

Modified by:

1.0 Draft

31-AUG-2012

Steve Cotton

1.0 1.1 Draft Revision 1 1.1 1.2

28-SEP-2012 21-MAR-2013 19-APR-2013 25-APR-2013

Steve Cotton Steve Cotton Alicja Kawecki

1.3

20-SEP-2013

Alicja Kawecki

1.4

23-SEP-2013

John D’Amour

1.5.0

9-OCT-2013

Alicja Kawecki

1.5.1

28-AUG-2014

Alicja Kawecki

Date Modified

Modified by:

Description of changes first draft of document Team Approved For Team Approval Team Approved Corrected Notice, inserted header & footer, updated branding, minor formatting edits prior to posting for Member Evaluation Updated notice to reflect TM Forum Approved status, added IPR Mode to cover Updated Executive Summary, added MM Matrix section Updated cover, footer & header, corrected notice Updated cover, footer and Notice to reflect TM Forum Approved status

Release History Release Number

Description of changes

3.3 Company Contact Details Company

Team Member Representative

To be supplied


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3.4 Acknowledgments Company

Team Member Representative

To be supplied


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GB962B Maturity Model R13.5

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