A company that focuses on deliberate and continual process improvement can be said to be operating in the Optimizing level. Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements. 's' : ''}}. At maturity level 2, requirements, processes, work products, and services are managed. The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained during times of stress. Companies at this level will seek to continuously improve their project management performance, often using innovative techniques not seen at other organizations. Environment for Integration (IPPD only). The Stages of Process Improvement, listed from most basic to most advanced, consist of the following: The OPM3 model, too, uses the logic of these stages. The PMI Model is designed to help organizations assess the state of their organizational project management maturity by assisting them in understanding organizational project management, its maturity, and how to assess themselves. Because maturity's constituent parts include improvement and the steps leading to improvement, many maturity models make use of the well-established stages of Process Management as a basis for organizing and presenting their content. This section is just giving names of the related process areas, for more detail about these Process Areas go through CMMI Process Areas Chapter. The following sections describe the characteristics of each maturity level in detail. The Performance Measurement Maturity Model uses a five level maturity framework which is adapted from The Capability Maturity Model Integration (SEI, 2001) and Portfolio, Programme and Project Management Maturity Model (OGC, 2008). Improvement of the processes is inherently part of everybody's role, resulting in a cycle of continual improvement. At maturity level 4, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2 and 3. The Wenger CoP life-cycle model provides a good characteristic to assess whether informal networks exist within an organization and whether they are recognized and supported by the organization. While it can be a powerful reference and development tool, its effective use will require significant thought, digestion, application, analysis, and evaluation—not possible through just reading the narrative text. The term "maturity" relates to the degree of formality and optimization of processes, from ad hoc practices, to formally defined steps, to managed result metrics, to active optimization of the processes.