Why Traditional Maturity Models Are Obsolete for DevOps and an Introduction to the DevOps Capability Growth Model

In the previous article we noted that enterprises applying DevOps should not use a single maturity‑model metric, that different teams do not follow a universal standard, and that they should instead adopt a 5‑category, 24‑item capability growth model to guide progress.

Feature 1: Traditional maturity models are ladder‑shaped with five levels (often called the "Golden 5"). Examples include CMMI, ITIL/ITSM, IT‑business integration, Deloitte security compliance, and continuous delivery maturity models.

Feature 2: Each level usually defines 3‑7 dimensions that remain static for many years, forming a cross‑matrix that rarely changes.

Feature 3: Organizations chase higher levels without evidence that quality improves, sometimes even regressing after reaching the top level.

Limitations of maturity models: They ignore the unique conditions, resources, and business contexts of each organization; they are static in a rapidly changing IT landscape; they focus on isolated technical metrics rather than overall business outcomes; they can create perverse incentives and anchoring effects that hinder continuous learning.

Consequently, no universally accepted DevOps maturity model exists, prompting the need for a more adaptable framework.

DevOps Capability Growth Model: Proposed in the book Accelerate , based on four years of scientific surveys by Dr. Nicole Forsgren and collaborators. The model defines five capability categories comprising 24 specific practices.

First Category – Continuous Delivery

Version control of all production artifacts

Automated deployment pipelines

Continuous integration

Trunk‑based development

Test automation

Test data management

Pre‑deployment security management

Implementation of continuous delivery

Second Category – System Architecture

Design of loosely coupled architectures

Empowering teams to make architectural refactoring decisions

Third Category – Product & Process

Collecting and acting on customer feedback

Visualizing work with value‑stream mapping

Adopting small‑batch work

Enabling teams to experiment

Fourth Category – Lean Management & Monitoring

Lightweight change‑approval processes

Full‑stack support for business decisions

Proactive system health monitoring

Using WIP limits for value‑stream management

Visual monitoring of team quality and communication

Fifth Category – Enterprise Culture

Fostering a thriving organizational culture

Encouraging continuous learning

Supporting cross‑team collaboration

Providing necessary tools and resources

Driving leadership transformation

The model is built on a scientific, multi‑year study, continuously evolves, and aims to suit organizations with diverse starting points. It helps teams focus on their specific weak points, benchmark against an industry baseline, and prioritize improvements.

Suggested measurement approach: Use the capability growth model to assess current state, identify constraint capabilities, and drive prioritized, capability‑based improvements that boost key outcomes such as lead time, deployment frequency, MTTR, change failure rate, overtime, and overall value delivery.