The IPMM was developed by Boltvinik (1992) with the purpose of overcoming the limitations of the PL and UBN.
Subsequently, he details the deprivation situation for the three main dimensions of the IPMM (income, time and ubn) and the different components of the ubn method, both in Mexico City as a whole and in the delegations grouped by stratum.
Similarly, the information provided here will enable you to conduct a self-assessment based on the eight key characteristics identified in the IPMM. Or you can work with an experienced assessor to conduct the assessment with you.
The IPMM helps you identify the strengths and weaknesses in your current practices and compare them with the best practices in the industry.
Because the IPMM outlines the most typical stages of process improvement and growth in information-development organizations, it also provides you with a means for setting objectives.
The IPMM establishes five levels of process maturity based on field observations of mature and immature information-development organizations, as described in Table 1.
TABLE 1: THE FIVE LEVELS OF PROCESS MATURITY IN THE IPMM Level Characteristics Level 1: Ad hoc Characterized chiefly by a lack of structure and uniform practices.
TABLE 2: THE EIGHT KEY PRACTICES OF THE IPMM Key Practice Definition Sound organizational An organizational structure that enables structure technical communicators to produce consistently high quality work throughout the organization.
The five levels of process maturity in the IPMM are based on the progression we have observed in the hundreds of organizations we have studied, from an immature organization that cannot reliably produce documents at a repeatable level of quality to mature organizations that consistently produce information products that satisfy customer needs.
The IPMM helped them identify their areas of greatest weakness and develop plans to turn those weaknesses into strengths.