id stringlengths 14 16 | text stringlengths 2 3.14k | source stringlengths 45 175 |
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5c1be52bff77-5 | Typically, this will take a while!
Once you have completed the 'current status' for the full set of competencies, take the workshop group through it again, but this time get them to agree where the organization should be this time next year (or some other time scale if you prefer) for each Competency. Limit them ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--run-workshop |
5c1be52bff77-6 | Deep Dive Workshops
These workshops are far more intense than the Overview workshops and are about getting very specific insights into a narrow-focused team or competency. It is impractical to run them for every competency across the entire organization.
Running these workshops can be challenging. Participants shou... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--run-workshop |
5c1be52bff77-7 | Resources
All MM4M365 workshop tools
Workbook - MM4M365 workshop tool - Content Set
Workbook - MM4M365 workshop tool - Hardcore Set
Workbook - MM4M365 workshop tool - People Set
Workbook - MM4M365 workshop tool - Quick Assessment
Principal authors :
Simon Hudson, MVP
The MM4M365 core team ha... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--run-workshop |
db57e4e0b6a7-0 | Overview of the Concepts [tl;dr]
Organizations face increasing complexity and change in regulatory environments, calling for a more structured approach for managing Governance, Risk, and Compliance (GRC).
The Governance, Risk, and Compliance Competency is focused on helping an organization reduce risk and improve c... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-1 | HIPAA (Health Insurance Portability and Accountability Act; USA)
PCI DSS (Payment Card Industry Data Security Standard; international)
SOX (Sarbanes–Oxley Act; US)
Compliance is not the same as security , but security should be considered when building your plan as effective security is frequently a complianc... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-2 | Initial level characteristics include:
People and Culture (100)
The leadership team do not believe that compliance is fundamental to their overall objectives. It is a means to an end.
Compliance obligations and risks are not understood.
No individual or department is responsible for governance, risk and comp... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-3 | At this maturity level organizations acknowledge compliance regulations and standards. However, organizations may take a ‘tick box’ approach to Governance, Risk and Compliance (GRC). Policies have been written, intended to avoid the damages that level 100 organizations can face, but the polices are not enforced in the ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-4 | Technical controls to manage retention and deletion exist, however there are minimal processes to implement these effectively; retention and deletion is largely a manual, ad hoc activity, though there may be reminders and triggers in processes to act as prompts.
Impacts (200)
At this level you can expect the foll... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-5 | Defined level characteristics include:
People and Culture (300)
The leadership team see compliance as essential to business continuity and may value the rigor as a business improvement tool.
Compliance roles and responsibilities are assigned to accountable individuals, who have been trained but may lack expert... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-6 | Risk level is periodically reviewed & updated.
Limited information and records available for audit, these are generally specific to the function rather than providing an aggregated or holistic vie.
There is limited or misplaced confidence that all governance and compliance risks are known and managed.
There are s... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-7 | The organization starts to build a compliance culture with roles and responsibilities being defined.
A Governance, Risk and Compliance framework, consisting of strategy, policies, processes, controls, technologies and staff competence, is implemented. However, implementation is uncoordinated and siloed
Employees st... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-8 | Dedicated teams and individuals are in place with clearly defined roles and responsibilities. The limits of competency are understood, with supporting metrics, and reflected in defined decision making authority for accountable individuals. Processes are in place to support GRC decision making when these limits are reac... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-9 | There is a central digital system of record to manage compliance program and to store evidence.
There is an auditable history of data activities with an understanding of how it can help support effective Governance, Risk and Compliance.
Content can be shared across organizational boundaries enabling efficient and s... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-10 | Leadership team sees value in achieving compliance as providing a strategic advantage to the organization.
The dedicated compliance team now includes a focus on strategy, is future looking, proactively identifying emerging regulation and market change to understand the impact, risks and opportunities for the busines... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-11 | Controls are automated and subject to continuous improvement
Tailored compliance controls with policy enforcement are implemented to provide different levels of protection during collaboration depending on sensitivity, risk, and environment.
The organization invests in compliance management solutions that encompass... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-12 | Hold your own key*
Message encryption
Advanced message encryption*
Multi geo (extra)
Sensitive information types*
Sensitivity labels
Sensitivity labels for automated labelling*
Information governance
Records management*
Retention labels
Retention labels for automated labelling*
Retention polic... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
db57e4e0b6a7-13 | Principal authors :
Nikki Chapple
Simon Hudson, MVP
Mike Cox
The MM4M365 core team has evolved over time. These are the people who have been a part of it.
Core team :
Emily Mancini, MVP, UXMC
Marc D Anderson, MVP
Sharon Weaver
Simon Hudson, MVP
Simon Doy
Emeritus :
Sadalit (Sadie) Va... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--governance-and-compliance |
056fc799b2f2-0 | Overview of the Concepts [tl;dr]
Traditionally, there has been a reliance on 'deep' or 'pro' development to build business solutions. Any gaps in availability of these skills have commonly been filled by 'shadow IT' approaches and unmanaged applications.
Over the years as platforms have evolved, it became increasin... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-1 | The concepts of customization and development have evolved over the lifespan of Microsoft 365 and the IT landscape in general. In the early days of SharePoint, for example, almost all organizations found themselves developing Pro Code solutions to make the platform work well for them. Fast forward to today, and Microso... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-2 | Evolution of this competency
Level 100 - Initial
The customization and development continuum are poorly understood, unmanaged and chaotic. Staff are frustrated with poor functionality but have no mechanism for requesting or implementing change. Development is characterized by building in live without going through ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-3 | The IT function often has no development capability at all. Equally, IT may be inflexible in their approach, all developments are treated as 'enterprise-level' activities, making many solution-needs non-viable (too expensive, too slow, overly technical expectations from stakeholders).
No development tools, such as so... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-4 | There is no DevOps process which takes the solution built by the developer for deployment in a controlled manner. DevOps
Systems are built without thinking of how the system will be supported and maintained.
100 Impacts
At this level you can expect the following:
Inconsistent looking systems and solutions. ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-5 | 200 Low Code
Some Power Platform projects have consistent color standards and make use of components.
Some low-code solutions are exported to basic source control.
Some low code solutions have separate environments for development, user acceptance testing, and production.
There is some guidance on the decisio... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-6 | There are little in the way of DevOps Practices.
200 Impacts
At this level you can expect the following:
Money is wasted on development when other approaches using low-code or no-code could be used to achieve similar results.
Inconsistent delivery approaches.
The quality of developed solutions is low, and... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-7 | Customization of live platforms is only carried out after consideration of impact on staff and other systems.
300 Low Code
Rigor is put in place around the documentation of low code solutions such as solutions built on the Power Platform.
Low code solutions are backed up as solutions and stored in source co... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-8 | There is understanding around technical debt and how to service it.
Systems are delivered which are documented and can be managed, maintained, and supported.
The pro development team and citizen developer community understand how to build solutions on the Microsoft 365 platform. Resources from Microsoft and the com... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-9 | 300 Impacts
At this level you can expect the following:
Proponents of different development approaches show some appreciation for each other and openly discuss how to work together. Solutions emerge that combine customization, low code and pro code to create more capable, supportable solutions.
Processes are in... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-10 | Solution design and information architecture are carefully considered; constraints are understood and approaches to avoid these are implemented, including inclusion of or switch to low-code and pro-code development.
Security, governance, management, and integration are considered as part of solution design and are in... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-11 | The organization continues to invest in training for citizen developers and in the tools to support them.
The organization has invested in the licensing to ensure that there is low friction and decisions are easier to make when building low code solutions.
Pro code components are developed to extend low code soluti... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-12 | User research is employed to define requirements and provide metrics on usability, enhancements, and productivity.
Design standards are applied consistently to ensure all applications meet staff expectations for UI and behavior.
Source control is used effectively and consistently, some automated testing is in place... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-13 | 500 Low Code
The repository for components, modules and templates which promotes solution reuse is actively maintained by the business and enhanced based on emerging technologies and business needs.
Low code citizen developers use the hooks and extension points built by the pro code developers, and provide enhanc... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-14 | A/B Testing with usability metrics in place allow the organization to measure which approaches are best.
Source control provides robust and highly automated testing, Continuous Integration / Continuous Delivery (CI/CD) techniques.
A Centre of Excellence and Steering Committee is empowered to drive a road map to gui... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-15 | Using Machine Learning to improve the efficiency in how a logistics company routes its delivery drivers.
Cost & benefit
When we talk about benefits of customization and development, it is easier to see the benefit and the ROI. Often only the time savings are used to quantify the ROI. When development enables a ne... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-16 | Power Platform Centre of Excellence (CoE) Kit
Conclusion
Customization and Development is an essential ingredient to get the most value from Microsoft 365. However, it is important that customization and development is not entered to lightly and there is an understanding of the commitment that is taken on. When c... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
056fc799b2f2-17 | Common Toolsets
Artificial Intelligence / Machine Learning
Azure DevOps
Dataverse for Teams
Microsoft Azure
Microsoft Graph
Microsoft PnP Frameworks
Microsoft Teams App Source
Power Platform
SharePoint Framework (SPFx)
Serverless Technologies
Customizable products and services
Dynamics
M... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--customization-and-development |
895c55355576-0 | Note
This is an open-source article with the community providing support for it. For official Microsoft content, see Microsoft 365 documentation .
Introduction
The Communication Competency article provides an overview of communication concepts within Microsoft 365 and details for each of the five maturity... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
895c55355576-1 | Develop templates for communication including approved imagery in a central repository all employees can easily access.
Begin discussions and review of varying communication channels available to the organization to identify which messages belong in each channel. For example, a company may decide to use Yammer for al... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
895c55355576-2 | Communication leads empower their teams to communicate across newly defined channels to support bottom-up and peer-to-peer communication.
Varying audiences in the organization have been identified for better targeting of communications. Begin targeting messages to these audiences across communication channels to driv... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
895c55355576-3 | The Steering Committee and communication leads begin reviewing feedback for trends and areas of improvement across communication channels. This feedback is then shared through the communication leads to their respective teams. Page analytics and other usage data are used to expand on anecdotal feedback. This usage data... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
895c55355576-4 | If communication approvals need to be implemented (as determined by the steering committee), the impacted communication channels are identified, and a business process is in place. For most organizations, the focus should remain on keeping as much freedom in sharing communication across the organization as possible to ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
895c55355576-5 | Employee feedback and usage data are applied to communication formats. In addition to the user research and interviews conducted previously for feedback on communications, begin A-B testing communication iterations to gather quantitative data on which format best supports engagement, understanding, and action.
Co... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
895c55355576-6 | Marc D Anderson, MVP
Sadie Van Buren
The MM4M365 core team has evolved over time. These are the people who have been a part of it.
Core team :
Emily Mancini, MVP, UXMC
Marc D Anderson, MVP
Sharon Weaver
Simon Hudson, MVP
Simon Doy
Emeritus :
Sadalit (Sadie) Van Buren | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-communication |
29cd272e8eed-0 | Note
This is an open-source article with the community providing support for it. For official Microsoft content, see Microsoft 365 documentation .
Overview of the Concepts [tl;dr]
Communication is a core competency of a successful modern organization. Most organizations want to be sure their population is w... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-1 | Level 100 - Initial
This is the starting level for a new or untried process. As with all 100 level characteristics, practices may be somewhat effective, but they don’t take advantage of the power of the platform, nor do they take into account the multiple use cases which exist in even the smallest and simplest organi... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-2 | Frustrated and confused users
Lack of consistency
Inability to meet compliance requirements if any are in place
Poor communication reach, limited engagement, and low levels of awareness.
Gaps in coverage - not everyone who needs to see all relevant content.
Poorly considered, incorrect and misleading communic... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-3 | Ability to schedule future communications
200 Impacts
At this level, communications often don’t follow expected layouts, style, and standards. A central set of policies may exist, managed by a central owner, but there is no shared understanding across the organization of what these are.
Level 300 - Defined
T... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-4 | Top down, bottom up, and peer to peer communications are supported
Mechanisms to prioritize messages exist in multiple channels, are well defined and broadly understood
Basic, mostly manual mechanisms are in place for scheduling communication, updating, removing or archiving superseded or expired communications.
... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-5 | Individuals, groups and roles are consistently targeted, based on well-maintained profiles and tagging
Different media types are employed to ensure reach and comprehension across the workforce, e.g. live chat, published documents and pages, live briefings, on demand video and podcast/audio (for road warriors, for exa... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-6 | Optimizing level characteristics include:
500 Governance, Risk, Compliance & Security
Communications are automatically sampled for style, effectiveness etc. and guidance on improvement is implemented.
Communication training is provided across multiple media types.
Lifecycle management is strongly implemented... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-7 | Alerts and Notifications
The company needs to alert the workforce to an external audit next week.
Employees need to be made aware of a road accident which is causing travel delays.
Accounting shares that expenses are due at the end of the month.
Vision, goals, mission
The organization embeds an updated ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-8 | Improved employee satisfaction due to feeling engaged, with the ability to provide feedback and participate in decisions
Innovation (requesting, generating, and executing on ideas through sharing goals and making connections)
Costs are driven by the need to deploy and support the communication technologies, up-sk... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
29cd272e8eed-9 | Viva Topics
Yammer
Resources
Tip
Join the Maturity Model Practitioners : Every month we host sessions exploring the value and use of the Microsoft 365 Maturity Model and how you can successfully develop your organization using Microsoft 365. Each of these sessions focus on building a community of practition... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--communication |
711a40d32297-0 | Note
This is an open-source article with the community providing support for it. For official Microsoft content, see Microsoft 365 documentation .
Introduction
The Collaboration Competency article provides an overview of communication concepts within Microsoft 365 and details for each of the five maturity... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-1 | Identify key stakeholders to drive strategic decisions around collaboration styles in the company. This steering committee commonly includes information technology (specifically IT security), human resources, and key leadership roles. It is important to have cross-functional representation in this committee as each fun... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-2 | While building document libraries, consider usage of site columns to create metadata instead of folders.
For example, in the Human Resources benefits site there may be a site column for “Year” that is used to group the benefits documents as they change annually. There may also be a content type for “Medical Benefit” ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-3 | Task Management 100 to 200
During document library builds, inquire around the document lifecycle process to identify any tracking or business process needs. This can be shifted from a separate document to be attached directly to the documents in the document library. In the early stages, this may be as simple as a ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-4 | The steering committee defines and documents better collaboration practices for how the company should be collaborating internally and externally aligned with the company culture, size, existing business processes, security, and compliance requirements. The better collaboration practices should include guidance on what... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-5 | For example, the file naming conventions might still apply except for tracking department and version date as these pieces of metadata are captured by which site the document is saved to and the automatic version history. If you applied document tracking metadata like “Document Status,” this information will now also b... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-6 | With the steering committee, begin identifying better practices for collaboration discussions and the behaviors the organization wants to encourage. This may include email, Microsoft Teams, chats, meetings, and phone calls. Outline what types of conversations belong in each communication method to increase consistency ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-7 | Establish common Buckets and Tags in Planner to ensure both consistency and ease of use for staff operating across multiple plans. Where appropriate, align these with document categories.
How to move from Managed to Predictable to (Level 300 to 400)
Organizations at the 300 level being to find commonality across ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-8 | Collaboration Leads train the organization on better collaboration practices to support productivity and compliance with the collaboration guidelines. More formal support is added to ensure all collaborators have a deep understanding of sharing, coauthoring, and external access. The focus in this training is improving ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-9 | Content 300 to 400
The review of auditing options for governance and security will also support implementing effective strategies for content to be shared across organizational boundaries and externally without loss of governance or control.
Ensure staff are fully familiar with the co-authoring capabilities withi... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-10 | Begin exploring automation options to enforce governance and security guidelines which have been manually maintained to this point. This may include solutions like retention labels, sensitivity labels, flows in Power Automate for site lifecycle management, custom development, or third-party solutions. The focus is on r... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-11 | Take advantage of existing and emerging AI driven agents and helpers, such as Cortana Scheduler , My Analytics and Work Analytics.
Task Management 400 to 500
With the steering committee, review feedback from the extended collaboration guidelines focusing on communication and task management improvements. Ide... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
711a40d32297-12 | Maturity Model for Microsoft 365 - Collaboration Competency
Principal author : Emily Mancini, MVP, UXMC
Contributing authors :
Marc D Anderson, MVP
Simon Hudson, MVP
Simon Doy
The MM4M365 core team has evolved over time. These are the people who have been a part of it.
Core team :
Emily Man... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--how-to-elevate-collaboration |
0b29b2740791-0 | Note
This is an open-source article with the community providing support for it. For official Microsoft content, see Microsoft 365 documentation .
Overview of the Concepts [tl;dr]
Microsoft 365 is at its core all about collaboration. The collaborative underpinning of the platform goes all the way back to th... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-1 | These states align roughly with the levels below.
Level 100 - Initial
In many cases, the first move into Microsoft 365 is a simple migration of shared folders on a file server into SharePoint. (This usually follows a migration of email hosting from an on-premises Exchange server to Exchange Online. While this is ex... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-2 | Versions proliferate, usually by saving a copy of the document with a new name.
Task Management
Shared activities and tasks are managed via personal lists or post-it notes. There is little visibility of status and activity of shared tasks other than via weekly reporting or by asking for updates.
External coll... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-3 | Collaboration efforts are collected in document libraries using coauthoring and automatic versioning.
External access uses default settings and is not controlled.
Introduction of File naming conventions.
Task Management
There is some use of status indicators in documents or metadata.
Shared lists allow vi... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-4 | Teams are able to determine their own style of collaboration; this is defined in policy and procedure
Processes exist to manage site and content lifecycles, external access, document status, ownership, task allocation etc.
Culture
Discussions, meetings and actions are wrapped around collaboration activities. ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-5 | Impacts
At this level, the organization sees a path to real ROI for the solution. There are clear standards around the implementation, although they may not be used throughout the entire organization. Users have a sense of security and consistency as they collaborate.
Level 400 - Predictable
Rather than focusin... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-6 | There are time, location, device and person limits on access to content and collaboration between people
Content is protected to ensure history of changes, prior versions etc. remain accessible for productivity and compliance purposes.
Duplicate content is actively disallowed unless a scenario requires it - single ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-7 | There are tools and processes in place to protect individuals’ time from interruptions.
Diary management is well-established, and availability for collaborative work is managed (including real-time presence and ‘focus’ time slots).
Mobile, remote, and office scenarios are equally supported.
Asynchronous collabora... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-8 | Staff are accountable for tasks and commitments; with feedback used to assure productivity.
Collaboration processes and benefits extend to external partners.
Governance, Risk, Compliance and Security
Automated processes exist for de-provisioning and archiving sites when collaboration ends.
A policy or mecha... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-9 | Task Management
The collaborative platform is highly integrated, serving a wide range of tools and capabilities that seamlessly support many simultaneous modes of collaboration.
Task management tools are required at multiple levels across an organization and individuals and teams are held accountable for their co... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-10 | Anecdotes can be incredibly important for demonstrating benefit. It’s powerful when a team says they reached a goal faster or better and are willing to be quoted on it. “Better” cannot always be quantified, but if the professionals in your organization claim it, it is probably real. Collect these anecdotes as you go a... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
0b29b2740791-11 | Word
Yammer
Resources
Tip
Join the Maturity Model Practitioners : Every month we host sessions exploring the value and use of the Microsoft 365 Maturity Model and how you can successfully develop your organization using Microsoft 365. Each of these sessions focus on building a community of practitioners in ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--collaboration |
54c40d53ccd1-0 | Note
This is an open-source article with the community providing support for it. For official Microsoft content, see Microsoft 365 documentation .
Overview of the Concepts [tl;dr]
AI and ML are rapidly evolving fields, with new breakthroughs, services and capabilities seemingly every week.
In many ways, t... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-1 | The technologies used will encompass (narrow and generalized narrow) AI, Machine Learning and other advanced technologies that simulate or mimic human intellectual, analytical and creative activity. For convenience, these will be referred to simply as AI in the rest of this article. The technology scope includes pre-bu... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-2 | Cognitive business can be applied across a range of industries, including healthcare, finance, retail, manufacturing, and more. Examples of cognitive business applications include chatbots and virtual assistants for customer service, predictive analytics for supply chain management, and autonomous vehicles for transpor... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-3 | 100 Technology
AI embedded in applications and suites is not noticed or used by most staff; no attempt is made to adopt, adapt or explore it.
100 Governance, Risk, Compliance and Security
No consideration is given to governance or risks associated with cognitive business activities. Staff are unaware of IP ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-4 | There is a tendency to think that technology can solve the problem, without rigorously defining the needs. Where cognitive tools are used, they are taken at face value, without critical assessment or the integration into business processes and the response of staff.
Staff with knowledge about how to build cognitive m... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-5 | Level 300 - Defined
At level 300, the organization is actively considering how to enhance its knowledge worker activities using AI. While the scope of this may be narrow, with point solutions rather than transformative projects and adoption, there is an outline strategy and intent to enhance the organization through ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-6 | Developments are focused on the application of pre-trained models. Custom AI models are used in some cases and are being evaluated for wider application.
300 Governance, Risk, Compliance and Security
It is understood that AI needs some level of governance and oversight. This activity is probably vested in the I... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-7 | Predictable level characteristics include:
400 General
Staff are trained and competent in interacting with tools to optimize their useful outputs.
Policies are adopted regarding AI transparency, ethics, performance and scope. These are regularly reviewed and updated in recognition of the pace of change of the ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-8 | Sources and training data are robust, updated, assessed and managed against quality and ethics standards.
Technology limitations are well understood; safeguards and feedback loops are in place.
Voice interfaces, natural language processing and other human-centric UIs are present across staff workspaces. There is so... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-9 | Attention is given to national and organizational culture and how this might create bias in the cognitive business. Systems are reviewed against clearly stated values and principles in place in the organization.
There are processes to hand off ethically complex issues or outliers from the systems to human arbiters.
... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-10 | Content and document management actively uses automated classification, configured and trained with the organization's information and document set, with continuous retraining and active redesign to incorporate future-looking strategic and tactical changes in the business
AI assistants, versed in the knowledge and pr... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-11 | Cognitive systems exhibit proactive interfaces; not just reactive. They will prompt humans as and when appropriate. The use of such systems follows policy and values, with appropriate safeguards.
AIs are routinely capable of autonomous action. Where they make mistakes or choose to involve a person in the decision mak... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-12 | Level 500 Impacts
At this level the organization fluidly adopts AI alongside staff in order to excel at many activities. Productivity is high and staff are given significant amounts of time to be creative in exploring how to further improve the organization, with a range of cognition tools to aid them. Staff are happ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
54c40d53ccd1-13 | Emily Mancini, MVP, UXMC
Marc D Anderson, MVP
Sharon Weaver
Simon Hudson, MVP
Simon Doy
Emeritus :
Sadalit (Sadie) Van Buren | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--cognitive-business |
7b9ed1803288-0 | Note
This is an open-source article with the community providing support for it. For official Microsoft content, see Microsoft 365 documentation .
Overview of the Concepts [tl;dr]
The Business Process competency focuses on how users in an organization perform repetitive tasks in a systematic way, with struc... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-1 | Initial level characteristics include:
General
Business processes are undefined or only loosely defined through user experience.
There may be no use of process technology, instead relying on paper-based process and legacy technology such as email for notifications, hand-offs and approvals.
Users of the syste... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-2 | The team loses credibility and will be hard to get future buy in of new processes.
Exceptions and priorities, troubleshooting and remedial intervention become a drain on resources and pose a risk to business outcomes.
Basic questions can't be answered because there is no reliable data (e.g., "How long does it take ... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-3 | Out of the box SharePoint workflows (approval, collect feedback) might be leveraged sporadically.
A document library or list provides a central base of operations.
Workflows tend to be document-centric or task-centric vs. application-centric.
There is an understanding of the functionality within M365 to support b... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-4 | Level 200 Impacts
At this level you can expect the following:
One department may have automated workflows while the rest do not, which creates an inconsistent experience for internal customers.
A process may be automated in one geographic location but not in others, even within the same line of business.
Sing... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-5 | Business Process
A process is considered as a whole, rather than as an automation of discrete tasks. Process maps for the end-to-end process have been created and are maintained. Associated solution documentation is developed.
Existing process automation solutions are reviewed, documented and attempts made to bri... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-6 | General
Workflows on the platform may have connectivity to LOB systems.
Users have access to process analytics and audit trails around the workflow. (e.g., a user can report on document approval (person, date and comments).
There is greater transparency to the process at the end user level (e.g., a user can see... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-7 | Process outputs and metrics data are collected and used for business intelligence reporting
All processes have clear ownership. Changes in staff and expertise are considered and processes are resilient to these changes
Level 400 Impacts
At this level you can expect the following:
Users feel that a particula... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
7b9ed1803288-8 | All processes are well understood, managed and leveraged
Processes reach outside the organization, to interact efficiently with 3rd parties including suppliers, clients and regulators
Governance, Risk, Compliance and Security
There is an active and ongoing process of process review against operational and oth... | https://learn.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--business-process |
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