IVI Framework Viewer

Representative POMs are described for Strategic Options at each level of maturity.

1Initial

• Practice

  Start to identify challenges and/or opportunities even if this is only on an ad hoc/informal basis.

• Practice

  Start to identify strategic options even if based only on an individual and/or supplier's initiative.

  Outcome

  An increased awareness of options available may occur.

• Practice

  Start to take strategic option decisions even if these are taken ad hoc as and when the need is perceived to arise.

  Outcome

  The organization may start to make costs savings for IT purchases.

  Metric

  Average discount off list price paid for key components of IT infrastructure

2Basic

• Practice

  Undertake an intermittent review of technological trends to identify opportunities and challenges.

  Outcome

  Important technological trends are identified early so that necessary measures/projects to use these trends can be included in IT and business plans.

  Metrics

  • # of active research projects in progress.
  • # of people assigned to research and strategic option development.
  • # of research projects approved for further development vs. # of research projects conducted.

• Practice

  Co-ordinate development and documentation of strategic options by a dedicated role/function.

  Outcome

  Consistent and qualified development of strategic options.

  Metric

  # of options in strategic options portfolio.

• Practice

  Implement a basic process to evaluate, prioritize and select the business value of strategic options.

  Outcomes

  • Decision of strategic options based on forecast of future business value.
  • Non-involvement of business leaders may limit the quality of these decisions.

  Metric

  # and % of options in options portfolio for which a business value has been calculated.

3Intermediate

• Practices

  • Establish and provision an emerging technology scanning role.
  • Ensure emerging technology workshops, attended by IT and other business units, precede the planning process.
  • (Note: This role is often performed by a dedicated R&D group, in which case the practice will focus with closely liaising with this group).

  Outcome

  Important technological trends are identified early so necessary measures/projects to use these opportunities/tackle the challenges can be implemented.

  Metrics

  • # of active research projects in progress.
  • # of people assigned to research and strategic option development.
  • # of research projects approved for further development vs. # of research projects conducted.

• Practice

  Ensure an exercise/exercises to determine Strategic options for IT precedes the planning process.

  Outcome

  All parties; the IT function and other business units, are informed on Strategic options before commencing the Strategic Planning processes.

  Metric

  # of options in Strategic options portfolio.

• Practice

  Apply advanced planning tools to develop Strategic options (e.g. scenario and business modelling tools).

  Outcome

  A clearer idea of the potential impact, business value and risks of Strategic options is available to planners.

  Metric

  # and % of options in options portfolio for which a business value has been calculated.

4Advanced

• Practice

  Identify jointly (IT function and other business unit leaders) key challenges/opportunities through regular analysis of technology/market trends (e.g. in dedicated workshops).

  Outcome

  Important technological trends and their business implications are identified early so that necessary measures/projects to use these opportunities/tackle the challenges can be considered.

  Metrics

  • # of active research projects in progress.
  • # of people assigned to research and strategic option development.
  • # of research projects approved for further development vs. # of research projects conducted.

• Practice

  Implement a dedicated process to develop strategic IT options that proactively involves all stakeholders within the organization.

  Outcome

  A portfolio of strategic IT options exists that can be exercised as resources permit and/or business dynamics dictate.

  Metric

  # of options in Strategic options portfolio aged by quarter.

• Practice

  Evaluate options on the basis of an outline business case, prioritized based on IT and business goals and selected by a group drawn from the IT function and other business units.

  Outcome

  Options likely to contribute most in terms of business value emerge from the evaluation and selection process.

  Metrics

  • # and % of options in options portfolio for which a business value has been calculated.
  • Correlation between priority assigned and business value predicted.

5Optimized

• Practice

  Employ practices and tools that ensure an optimum understanding of likely IT and business ‘futures’ (e.g. emerging technology scanning, demographic trajectories, TRIZ ‘trends of evolution’).

  Outcome

  Important trends and their business implications are identified early so that necessary measures/projects to use these opportunities/tackle the challenges can be implemented.

  Metrics

  • # of active research projects in progress.
  • # of people assigned to research and strategic option development.
  • # of research projects approved for further development vs. # of research projects conducted.

• Practice

  Employ structured creativity and innovation practices and tools to surface and evaluate challenges and opportunities that might be addressed by IT.

  Outcome

  The development of a portfolio of Strategic options that may include ground-breaking or disruptive application of IT to business opportunities and challenges.

  Metrics

  • # of options in Strategic options portfolio aged by quarter
  • # of options in portfolio that would be classed as ‘ground-breaking’ or ‘disruptive’.

• Practice

  Employ advanced practices and tools to assess options (e.g. investment portfolio analysis, risk assessment, real-options).

  Outcome

  Feasible Strategic options with clear indication of possible business value and risks, together with transparent and consistent selection, helps ensure that the best possible options are selected.

  Metrics

  • # and % of options in options portfolio for which a business value has been calculated.
  • # and % of options in options catalogue for which a risk assessment has been developed.