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

1Initial

• Practice

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

  Outcome

  _

  Metric

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2Basic

• Practice

  Assign individual assessment sponsors from IT function management.

  Outcome

  Key IT stakeholders are involved in assessments, which leads to increased buy-in from leadership roles.

  Metric

  % of discrete IT capability assessments with IT sponsors.

• Practice

  Institute a process to identify and involve key stakeholders from IT in the assessment.

  Outcome

  There is increased buy-in within the IT function from leadership roles and from all relevant IT stakeholders.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

• Practice

  Involve other business unit stakeholders on an as-needed basis to collect feedback and to challenge the individual assessment results.

  Outcome

  There is increasing success in implementing improvements.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

• Practice

  Establish and agree roles and responsibilities of key stakeholders in assessment and improvement activities.

  Outcome

  Fundamental credibility is established in the assessment.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

• Practice

  Identify and involve resources for overseeing the assessments and implementing identified improvements on top of their normal work load.

  Outcome

  There is a growing willingness to conduct assessments.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

3Intermediate

• Practice

  Assign an assessment sponsor for the overall IT capability assessment from senior management and gain formal commitment from IT and other business units.

  Outcome

  There is strong buy-in across the entire IT function and some other business units especially during the improvement phase. Formal commitment raises organizational buy-in.

  Metric

  % of discrete IT capability assessments with IT sponsors. % of discrete IT capability assessments with other business unit sponsors when appropriate.

• Practice

  Agree and use a consistent process to identify and involve key stakeholders from IT and other business units in all assessment phases (e.g. planning, execution, evaluation, target-setting, and developing improvement road maps).

  Outcome

  Involvement of all relevant stakeholders improves the credibility of the assessment itself. All stakeholders are up-to-date, and obstacles to assessments and improvements can be resolved.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

• Practice

  Explicitly assign roles and responsibilities to dedicated resources from mid and front line management for capability assessments. Manage the implementation of improvements as a specific project with dedicated resources agreed and assigned up front.

  Outcome

  Resource dedication amplifies the importance to the organization. There is increased probability of successful implementation of improvements.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

4Advanced

• Practice

  Assign additional sponsors from all other relevant business units in all capability areas directly linked to the business.

  Outcome

  There is a high degree of organization-wide commitment.

  Metric

  % of discrete IT capability assessments with IT sponsors. % of discrete IT capability assessments with other business unit sponsors when appropriate.

• Practice

  Establish a specific function and permanently assign capability assessment roles and responsibilities to it.

  Outcome

  There is utilization of scale effects and a single point of contact for the organization. The specific function gives "the capability assessment a face".

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

• Practice

  Assign dedicated resources from senior management to guide and steer the capability assessment management activities and set up an escalation process to ensure any resource issues are resolved by the senior management steering group.

  Outcome

  There is an effective and efficient resource decision process in place, and increased acceptance of results.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

5Optimized

• Practice

  Encourage continual collaboration between IT and other business unit sponsors (e.g. establish regular formal meetings, networking events, etc).

  Outcome

  A strong business and IT connection and a high degree of involvement increases the credibility of results and improvement road maps.

  Metric

  % of discrete IT capability assessments with IT sponsors. % of discrete IT capability assessments with other business unit sponsors when appropriate.

• Practice

  Establish a systematic and continual feedback process to actively involve senior management and all relevant stakeholders from the business ecosystem in capability assessments and capture, review, and implement feedback from them.

  Outcome

  Continual involvement of all stakeholders minimizes transaction costs and ensures the seamless and optimized execution of CAM. Feedback to and from stakeholders increases commitment and the quality of the assessment.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.

• Practice

  Set up and continually improve (through feedback and lessons learned from previous assessment iterations) a complete capability assessment management infrastructure and assign appropriate resources.

  Outcome

  Sufficient resources are available for capability assessments.

  Metric

  % of IT capability areas with defined responsibilities for capability assessments.