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Representative POMs are described for Prioritization Framework at each level of maturity.

1Initial

• Practice

  Practices are ad hoc, occurring on a best endeavour basis.

2Basic

• Practice

  Encourage individual stakeholders at a department level to identify a set of criteria for selecting and prioritizing programmes and projects.

  Outcome

  Fundamental criteria exist at a department level against which programmes and projects can be prioritized.

  Metric

  # of assessment criteria identified.

• Practice

  Define a basic prioritization framework that incorporates a few key dimensions (e.g. fundamental business case) within IT.

  Outcome

  Programmes and projects can be evaluated and prioritized against basic framework dimensions.

  Metrics

  • Yes/No indicators re existence of a framework.
  • # of framework dimensions.

• Practice

  Align the basic prioritization framework with the IT strategy once every planning cycle.

  Outcome

  Basic alignment exists between the selected programmes and projects, and the IT strategy.

  Metric

  # of alignment cycles with the IT strategy per planning cycle.

• Practice

  Discuss the effectiveness and efficiency of the framework and criteria as part of the agenda of prioritization meetings.

  Outcome

  Any high-level issues identified with elements of the prioritization framework and assessment criteria can be corrected.

  Metrics

  • # of revisions to the prioritization framework.
  • # of revisions to the assessment criteria.

3Intermediate

• Practice

  Establish and agree criteria guidelines, defining all assessment criteria to be documented when selecting and prioritizing programmes and projects, across IT and some other business units.

  Outcome

  A transparent assessment of all programmes and projects can occur within IT and some other business units.

  Metric

  # of assessment criteria identified.

• Practice

  Define a holistic prioritization framework that incorporates various dimensions (e.g. risk, value, resource availability, technology mix) within IT and some other business units.

  Outcome

  Programmes and projects within IT and some other business units can be evaluated and prioritized against a robust framework's dimensions.

  Metrics

  • Yes/No indicators re existence of a framework.
  • # of framework dimensions.

• Practice

  Regularly align the prioritization framework with the IT strategy and encourage involvement of some other business units in the strategy alignment process.

  Outcomes

  • Alignment exists between the selected programmes/projects and the IT strategy.
  • Fundamental business alignment is emerging.

  Metrics

  • # of alignment cycles with the IT strategy per planning cycle.
  • # of alignment cycles with the organization's strategies per planning cycle.

• Practices

  • Discuss the effectiveness and efficiency of the framework and criteria within IT and some other business units, as part of the regular alignment with strategy process.
  • Conduct an impact analysis and review input from a Benefits Assessment and Realization (BAR) process.

  Outcome

  Any issues identified with elements of the prioritization framework and assessment criteria within IT and some other business units can be corrected.

  Metrics

  • % of prioritization framework elements that are revised.
  • % of assessment criteria that are revised.

4Advanced

• Practice

  Agree criteria guidelines, that are reflective of industry best practice, as the organization-wide standard for programme and project selection and prioritization.

  Outcomes

  • A transparent assessment of all programmes and projects can occur organization-wide.
  • All assessments can be conducted based on the same criteria.

  Metric

  # of assessment criteria identified.

• Practice

  Define and adopt one holistic prioritization framework organization-wide that incorporates industry best practice and value-oriented dimensions.

  Outcomes

  • Programmes and projects organization-wide can be evaluated and prioritized against a robust framework's dimensions.
  • All prioritizations are transparent.

  Metrics

  • Yes/No indicators re existence of a framework.
  • # of framework dimensions.

• Practice

  Regularly align the prioritization framework with the organization's strategies.

  Outcome

  Alignment exists between the selected programmes/projects and the organization's strategic direction.

  Metric

  # of alignment cycles with the organization's strategies per planning cycle.

• Practice

  Report back any findings from organization-wide effectiveness and efficiency discussions to improve the framework and criteria.

  Outcome

  Any issues identified with elements of the prioritization framework and assessment criteria organization-wide can be corrected.

  Metrics

  • % of prioritization framework elements that are revised.
  • % of assessment criteria that are revised.

5Optimized

• Practice

  Continually review and update the assessment criteria.

  Outcome

  Assessment criteria can be adjusted, based on lessons learned from previous programme and project assessments, in order to meet the organization's needs.

  Metrics

  • # of assessment criteria reviews per planning cycle.
  • % of assessment criteria that are revised.

• Practice

  Continually update the prioritization framework based on internal discussion and external benchmarks.

  Outcome

  The prioritization framework can be adjusted, based on lessons learned from previous prioritizations and industry best practice, in order to meet the organization's needs.

  Metrics

  • # of framework reviews per planning cycle.
  • % of prioritization framework elements that are revised.

• Practice

  Consider the strategies of business ecosystem partners in the prioritization framework's alignment processes.

  Outcome

  Alignment exists between the selected programmes/projects and the strategies of key business partners.

  Metric

  % of key business partners providing input on the prioritization framework.

• Practice

  Continually improve the effectiveness and efficiency of the framework and criteria, based on a detailed cost and impact analysis on the framework and criteria, and input from the business ecosystem.

  Outcome

  Any issues identified with elements of the prioritization framework and assessment criteria across the business ecosystem can be corrected.

  Metrics

  • % of prioritization framework elements that are revised.
  • % of assessment criteria that are revised.