IVI Framework Viewer

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

1Initial

• Practice

  Assign staff to IT strategy development from general project resources on an “as required and when available” basis.

  Outcome

  The quality of the Strategic Planning outputs may become more predictable.

• Practice

  Start to make funding available on an ad hoc basis.

  Outcome

  IT Strategic Planning may start to generate some activity.

• Practices

  • Perform IT Strategic Planning independently at central and local levels.
  • At most there may exist ad hoc co-ordination and alignment between centralized and de-centralized Strategic Planning.

  Outcome

  Whilst no organization-level strategic plan will exist, some co-ordination and alignment may start to emerge.

2Basic

• Practice

  Assign staff to planning for key domains, drawing on whatever resources may be available.

  Outcomes

  • Resources are allocated for the most important strategic projects.
  • Results may vary due to different skill levels amongst resources.

  Metrics

  • IT staff formally involved in SP (# & % total).
  • IT Days allocated to Strategic Planning.

• Practice

  Allocate funding for Strategic Planning as the need arises from the general IT function's administration budget.

  Outcome

  Budget is allocated for most important strategic projects.

  Metric

  Funds allocated from general IT administration budget.

• Practice

  Perform centralized and de-centralized IT Strategic Planning independently.

  Outcome

  Degree of alignment will depend on the effectiveness of the relationships between the parties involved.

  Metric

  % of IT Strategic Planning meetings that are centrally managed.

3Intermediate

• Practice

  Formally assign the role/responsibility for IT-business liaison on IT Strategic Planning.

  Outcome

  Consistent and effective Strategic Planning becomes the norm.

  Metrics

  • IT function staff formally involved in SP (# & % total).
  • Other business unit (non-IT) staff formally involved in SP (# & % total).
  • IT Days allocated to Strategic Planning.
  • Business Days allocated to Strategic Planning.
  • Formal SP meetings actually held (# and %planned).

• Practice

  Ensure the IT budget includes allocation for IT Strategic Planning.

  Outcome

  Funding for IT Strategic Planning is ensured.

  Metric

  IT Cost allocated to Strategic Planning ($ & % Total IT Budget).

• Practice

  Co-ordinate IT Strategic Planning at both the local and centralized levels by the central IT function.

  Outcome

  Increased cohesion between central and local IT strategic plans occurs.

  Metric

  # of organizational levels below CIO for which accountabilities and responsibilities have been defined (may not suit all organization types).

4Advanced

• Practice

  Allocate time to IT Strategic Planning by dedicated IT function and other business unit personnel.

  Outcome

  Roles, responsibilities and deadlines for IT Strategic Planning tasks are clear.

  Metrics

  • IT staff formally involved in SP (# & %total).
  • Business (non-IT) staff formally involved in SP (# & %total).
  • # of IT Days allocated to Strategic Planning.
  • # of business Days allocated to Strategic Planning.
  • Formal SP meetings actually held (# and %planned).
  • Business units formally represented in Strategic Planning (# and % organizations business units).

• Practice

  Allocate dedicated and regular funding for IT Strategic Planning activity in the IT function and other business units.

  Outcome

  Less time is spent marshalling resources to conduct IT Strategic Planning.

  Metrics

  • IT Cost allocated to Strategic Planning ($ & % Total IT Budget).
  • Business Cost allocated to Strategic Planning vs. Total Organization Budget ($ & % Total Org. Budget).

• Practice

  Set up a designated planning body with responsibility/authority for resolving local/central misalignments which manages and co-ordinates IT Strategic Planning at a central level.

  Outcome

  Less time is wasted re-working incompatibilities and overlaps between central and local planning groups.

  Metric

  # of organizational levels below CIO for which accountabilities and responsibilities have been defined (may not suit all organization types).

5Optimized

• Practice

  Ensure IT Strategic Planning resources are an integral part of the business Strategic Planning activity.

  Outcomes

  • Minimal risk of misalignment between IT and business planning occurs.
  • The risk of opportunities for strategic use of IT being overlooked is reduced.

  Metrics

  • IT function staff formally involved in SP (# & %total).
  • Other business units (non-IT) staff formally involved in SP (# & %total).
  • IT Days allocated to Strategic Planning.
  • Business Days allocated to Strategic Planning.
  • Formal SP meetings actually held (# and %planned).
  • Business units formally represented in Strategic Planning (# and % organizations business units).

• Practice

  Organize funding of IT Strategic Planning organization wide.

  Outcome

  A sense of shared responsibility for IT performance will develop over time, rather than the potentially adversarial relationship that can attend less mature levels.

  Metrics

  • IT Cost allocated to Strategic Planning ($ & % Total IT Budget).
  • Business Cost allocated to Strategic Planning vs. Total Organization Budget ($ & %Total Org. Budget).

• Practice

  Implement a formal alignment process for optimizing central and local Strategic Planning needs.

  Outcome

  Common, aligned strategy throughout the organization.

  Metric

  # of organizational levels below CIO for which accountabilities and responsibilities have been defined (may not suit all organization types).