IT Maturity Assessment
The business is about to ask IT for things it cannot sustain today. We evaluate the real state of your technology operation —governance, services, infrastructure, suppliers and continuity— and build the roadmap to close the distance between what IT delivers now and what the business will need next.
The assessment measures the maturity of eight domains of the IT operation against recognised frameworks, identifies where daily effort is compensating for a structural weakness, and builds the roadmap to correct it. It also serves to decide, on criteria, what is worth delegating to a third party and what should stay in house.
Know where you stand
A maturity level per domain, measurable and comparable year on year.
Prioritise on criteria
What to fix first by business impact, not by who shouts loudest.
Decide what to delegate
What is worth outsourcing and what should remain under internal control, with an argument.
One surveys and maps the route. The other executes it.
These are two different services and it is worth knowing which one you need before contracting. The assessment does the first information-gathering exercise, builds the roadmap and aligns it with the business areas. The consulting practice executes that roadmap.
IT Maturity Assessment — this page
Surveys, maps and aligns. It surveys the state of the operation across eight domains, measures maturity against COBIT and ITIL, identifies the structural gaps and builds the roadmap agreed with the business. It runs two to four weeks depending on the size of the organisation. It does not implement, does not configure and does not operate anything.
Managed Services — execution
Executes the roadmap. It takes the roadmap and operates: assumes daily management under service levels, implements the missing processes and sustains continuous improvement. It works just as well if you already have a roadmap of your own.
Eight domains of the operation, evaluated one by one.
An operation fails at its weakest link, not at its average. We review each domain with the same depth and rate it by maturity level.
Governance and organisation
How decisions get made, who answers for what, and whether the IT structure matches the size of the operation.
Service management
How incidents, requests and changes are handled, and whether measurable service levels exist.
Infrastructure
Servers, network and the workplace: state, capacity, obsolescence and maintenance.
Applications
Which systems support the business, in what state they are and who maintains them.
Data
Where the information lives, with what backup, and with what level of confidence for deciding.
Security
Basic hygiene of access, patching and protection, and whether there is any capacity to detect an incident.
Suppliers
What is outsourced, under what contract, and how dependent the operation is on each one.
Continuity
What happens when something fails: verified backups, recovery times and tested plans.
Six phases, without interrupting your operation.
The assessment rests on interviews, configuration review and documentation. There is no intervention on your systems at any point.
Scope and preparation
We define which domains, sites and systems are in, and agree read-only access.
Interviews
With the IT team, the key suppliers and the business areas that depend on the services.
Technical review
Inventory, configurations and existing documentation, checked against what the interviews said.
Gap analysis
Comparison against COBIT 2019, ITIL 4 and CMMI, domain by domain.
Prioritisation
Each gap with its business impact and the effort to close it, to order the roadmap.
Business alignment
Presentation of the roadmap with leadership and the areas, so priorities are agreed.
What your maturity is measured against.
The evaluation does not rest on the judgement of whichever consultant shows up, nor on a vendor catalogue, but on public and auditable frameworks your team can consult and your auditor will recognise. The fieldwork is run from Bogotá and Mexico City, in the time zone of the IT team that has to answer the questions.
COBIT 2019
Evaluation framework. IT governance and management. It is the basis of the maturity rating per domain.
ITIL 4
Evaluation framework. Service management: incidents, changes, problems and service levels.
CMMI
Maturity framework. Provides the scale that makes the result comparable year on year.
ISO/IEC 20000
Service guide. The IT service management standard, useful where certification is required.
ISO/IEC 38500
Governance guide. Who decides on IT, on what criteria and to whom they answer.
ISO 22301
Continuity guide. Reference for evaluating backups, recovery times and tested plans.
The frameworks are public and verifiable: anyone on your team can consult them and check the rating we deliver. That is the difference between an auditable evaluation and an opinion.
What it costs to hold the operation together by hand.
An immature operation works until it stops working. These are the risks that accumulate in the meantime.
Dependency on people
Knowledge lives in a few heads and one absence halts the operation.
Incidents that repeat
With no problem management, the same failure returns every month and nobody measures what it costs.
Silent obsolescence
Equipment and systems age without a plan, until a business change turns them into a blocker.
Suppliers without control
Contracts with no service levels, no metrics and no viable exit.
Untested continuity
Backups exist, but nobody verified whether they can be restored within the time the business tolerates.
IT that slows the business
Every new initiative takes longer because the foundation does not support it, and the blame lands on the wrong area.
What it costs you in time, said upfront.
An assessment that does not state the commitment it requires ends up delayed. This is what we need from your side to deliver on time.
Two to four weeks
Two weeks in organisations of up to 50 employees; four between 51 and 300. The timeline is agreed before starting.
Scheduled interviews
Sessions with the IT team, key suppliers and the business areas that depend on the services.
Read-only access
Queries against the platforms and existing documentation. At no point is a configuration modified.
A single point of contact
One person coordinating schedules and access. It is the factor that most affects hitting the deadline.
Whatever documentation exists
Asset inventory, support contracts, procedures and incident reports, in whatever state they are in.
A closing session
The presentation of findings with leadership and the areas involved, where the roadmap priorities are agreed.
When it makes sense and when it does not.
It makes sense if…
Your operation depends on a few people; the same incidents keep repeating; you are about to grow or open a site and do not know whether IT supports it; you are evaluating outsourcing and need to know what; or you changed IT lead and want an objective baseline.
Probably not if…
You already know what is missing and what you need is someone to operate: go straight to Managed Services. Or if your question is about direction rather than operation — where to invest over the next three years — that is answered by the Technology Strategy Assessment.
What you gain from the assessment.
An objective baseline
A maturity level per domain, comparable against itself the following year.
Priorities on criteria
What to fix first by business impact and effort to close.
An outsourcing decision
What is worth delegating and what to retain, with an argument rather than intuition.
Fewer repeat incidents
The structural causes are identified, not just the symptoms.
Verifiable continuity
How real your recovery capability is, measured rather than assumed.
A backed budget
An argument with figures for operational investment before leadership.
Why this evaluation and not an inventory audit.
The difference is not in listing equipment: it is in explaining why the operation is held together by hand and what it costs to fix.
Evaluation, not inventory
A list of assets does not say whether the operation is sustainable. Maturity is measured in processes, not in equipment.
Recognised frameworks
The comparison is against COBIT, ITIL and CMMI, not against whichever consultant shows up.
Business language
Each gap with its operational impact and the cost of not closing it.
Vendor independence
The roadmap is not shaped by what would suit us to sell afterwards.
No interruption to operations
Interviews and document review. No intervention on production systems.
Continuity into operation
If you decide to delegate, the roadmap connects with Managed Services and Help Desk without starting the survey again.
As-Is, To-Be and the plan to get from one to the other.
Every assessment closes with the same structure, whatever the practice: where you stand today, where you need to be, what separates the two states and in what order that distance gets closed.
Current state — As-Is
The starting point surveyed with evidence, not declared in an interview: what exists, how it operates and how far it sits from what the business needs.
Target state — To-Be
Where the organisation needs to get to, defined with the business areas rather than imposed by the consultant. It is the benchmark everything else is measured against.
Gap analysis
Every difference between the As-Is and the To-Be, with everything required to close it: technology, processes, people, governance and budget. No gap is stated without what it demands.
Risk matrix
Each gap rated by probability and business impact, so priority does not depend on who pushes hardest but on what it costs to leave it open.
Work plan
The concrete sequence to reach the To-Be: what comes first, what it depends on, how much effort it takes and who should answer for each front.
Business alignment
The plan is presented and agreed with the areas involved. A roadmap signed only by IT does not survive the first quarter.
How what you receive is structured.
The central deliverable is a report with a fixed structure, designed so leadership reads the first pages and the technical team works with the rest.
Executive summary
Two pages: overall maturity level, the three gaps that weigh most and what decision each one calls for.
Maturity by domain
Rating of the eight domains with the gap made explicit against COBIT, ITIL and CMMI.
Findings with evidence
Each finding with what was observed, where, and why it matters to the business.
Dependency map
Which people, suppliers and systems the continuity of the operation depends on today.
Roadmap
Gaps prioritised by impact and effort, with a suggested owner and horizon.
Immediate actions
What can be corrected without a project or additional budget.
What you receive at the end.
- Current state (As-Is): maturity of the IT operation, rated across each of the eight domains against COBIT 2019, ITIL 4 and CMMI.
- Inventory of assets, services and managed contracts.
- Dependency map of critical people, suppliers and systems.
- Continuity assessment: backups, recovery times and tested plans.
- Target state (To-Be): the maturity level the business requires per domain, agreed with the areas.
- Gap analysis between the As-Is and the To-Be, with each gap, its evidence and everything required to close it: processes, tooling, people and suppliers.
- Risk matrix: continuity, dependencies and obsolescence, rated by probability and business impact.
- Work plan to reach the To-Be, prioritised by business impact and effort to close.
- Recommendation on what is worth outsourcing and what to retain internally.
- Immediate-impact actions, executable without additional budget.
- Executive presentation for committee and leadership.
- Alignment session with the business areas involved.
About the IT Maturity Assessment.
What exactly do you evaluate?+
How does it differ from Managed Services?+
Is it useful for deciding whether to outsource?+
Does it interrupt our operation?+
Who should take part on our side?+
What if we have no documentation?+
Is it the same as a cybersecurity assessment?+
How often should we repeat it?+
Know whether your operation supports what is coming.
Book your IT Maturity Assessment and get an objective baseline per domain, with a roadmap prioritised by business impact.
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