Standard : Automation is built when it pays back time, not just because it’s possible
Purpose and Strategic Importance
This standard ensures that automation efforts are prioritised based on clear return on investment (ROI), focusing on automating tasks that save significant time or reduce risk. Automation is not pursued for its own sake but as a strategic enabler of faster, safer delivery.
It supports the policy “Deliver What’s Needed, Not Just What’s Possible” by aligning automation with business value and team capacity. Without this standard, teams risk over-investing in automation with minimal impact or introducing unnecessary complexity.
Strategic Impact
- Increases efficiency by automating high-impact tasks
- Reduces manual errors and operational risk
- Optimises engineering effort and focus
- Supports scalable and sustainable delivery practices
- Enhances ability to respond rapidly to change
Risks of Not Having This Standard
- Wasted effort on low-value or unnecessary automation
- Increased system complexity and maintenance overhead
- Diminished team focus and misaligned priorities
- Potential introduction of new risks through poorly planned automation
- Reduced agility due to over-engineering
CMMI Maturity Model
Level 1 – Initial
| Category |
Description |
| People & Culture |
- Automation is pursued opportunistically without clear prioritisation or ROI analysis. |
| Process & Governance |
- No formal process to evaluate automation investments or benefits. |
| Technology & Tools |
- Limited tooling to monitor automation impact or usage. |
| Measurement & Metrics |
- No metrics track automation ROI or efficiency gains. |
Level 2 – Managed
| Category |
Description |
| People & Culture |
- Some awareness to prioritise automation but inconsistent application. |
| Process & Governance |
- Basic guidelines encourage evaluating automation payback before implementation. |
| Technology & Tools |
- Tools provide partial monitoring of automation usage and effects. |
| Measurement & Metrics |
- Some measurement of automation impact and resource savings occurs. |
Level 3 – Defined
| Category |
Description |
| People & Culture |
- ROI-driven automation is embedded in engineering culture and workflows. |
| Process & Governance |
- Formal processes assess and prioritise automation initiatives based on value. |
| Technology & Tools |
- Integrated platforms track automation effectiveness and usage metrics. |
| Measurement & Metrics |
- Metrics guide continuous optimisation of automation investments. |
Level 4 – Quantitatively Managed
| Category |
Description |
| People & Culture |
- Data-driven optimisation maximises automation benefits and minimises risks. |
| Process & Governance |
- Automation metrics influence strategic planning and resource allocation. |
| Technology & Tools |
- Advanced analytics predict automation ROI and recommend adjustments. |
| Measurement & Metrics |
- Quantitative links exist between automation and delivery performance improvements. |
Level 5 – Optimising
| Category |
Description |
| People & Culture |
- Continuous refinement of automation strategies based on feedback and data. |
| Process & Governance |
- Policies dynamically adapt to evolving automation technologies and business needs. |
| Technology & Tools |
- AI-assisted tools identify high-value automation opportunities and manage risks. |
| Measurement & Metrics |
- Organisational maturity in automation drives sustainable and impactful delivery. |
Key Measures
- Percentage of automation initiatives with documented ROI
- Time saved and errors reduced through automation
- Engineer satisfaction with automation relevance and effectiveness
- Impact of automation on delivery speed and quality
- Frequency of automation reviews and optimisation cycles