IVI Framework Viewer

Representative POMs are described for Authority at each level of maturity.

1Initial

• Practice

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

  Outcome

  _

  Metric

  _

2Basic

• Practice

  Encourage functional managers to track and manage their individual programmes and projects, and to directly approve new programmes and projects for their individual portfolios.

  Outcome

  Functional managers discuss and decide prioritization amongst themselves and can escalate the issue if agreement isn't reached.

  Metric

  % of programmes/projects that are approved by function managers.

3Intermediate

• Practice

  Establish a central committee (e.g. PPP Board), comprising representatives from IT and some other business units, to maintain oversight of the portfolio.

  Outcome

  Any programmes and projects approved by the central committee are more likely to be aligned with the organization's strategic direction.

  Metric

  % of programmes/projects approved by a central committee (e.g. PPP board).

4Advanced

• Practice

  Recognize the central committee, which comprises organization-wide senior management representatives, as the sole authority for approving, terminating and prioritizing programmes and projects.

  Outcome

  Senior management representation on the central committee helps ensure that all programmes and projects are aligned with the organization's strategic direction.

  Metric

  % of programmes/projects approved by a central committee (e.g. PPP board).

5Optimized

• Practice

  Regularly review the cross-functional composition of the central committee, based on lessons learned from previous programme and project approval, termination, and prioritization activities.

  Outcome

  All relevant management stakeholders are involved in all programme and project prioritizations, increasing their commitment to the prioritization outcomes.

  Metric

  % of central committee staffing reviews per planning cycle.