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Representative POMs are described for Decision Bodies and Escalation at each level of maturity.

1Initial

• Practice

  Rely on the best endeavours of available personnel.

2Basic

• Practice

  Establish project working groups for important IT projects.

  Outcome

  Important projects have a basic governance model.

  Metric

  % of IT projects that have a governance model.

• Practice

  Establish basic escalation processes to manage IT failures in key areas of the organization.

  Outcome

  An approach to managing failures is starting to emerge.

  Metrics

  • % of areas that have an IT failure escalation process in place.
  • Time taken to resolve an IT failure.

• Practice

  Establish basic structures (e.g. IT forums) for communication with the user community, and encourage IT management to report periodically and formally to a level below the CEO.

  Outcome

  IT matters are on the agenda of the executive board on a scheduled periodic basis.

  Metric

  # of levels within the organization to which IT reports.

3Intermediate

• Practices

  • Establish an IT steering committee, predominantly staffed by IT team members, to oversee all important IT decisions and monitor performance of the IT function.
  • Involve a senior representative from the business (e.g. CFO) to co-chair this steering committee with the CIO.

  Outcome

  Both the CIO and a senior representative from the business oversee all important IT decisions.

  Metric

  % of IT decisions that involve both the CIO and the CFO.

• Practice

  Define IT escalation processes and apply them consistently.

  Outcome

  Decisions can be escalated if necessary, and addressed in a consistent manner.

  Metrics

  • % of areas that have an IT failure escalation process in place.
  • Time taken to resolve an IT failure.

• Practice

  Establish formal structures or forums for periodic briefings to both senior management and some other business units on IT plans and emerging technologies, and encourage the CIO to report periodically to the CEO and CXO suite.

  Outcome

  CXOs are aware of IT matters and there is an awareness within IT of the role/requirements of the CXO functions.

  Metric

  # of IT reports/year to the CXO suite.

4Advanced

• Practice

  Establish an IT governance council as a subset of the senior management team and ensure it is chaired by the CEO.

  Outcomes

  • IT governance is anchored within the executive level.
  • The IT governance council can deploy its authority through a cascade of subsidiary committees or working groups at the business unit and project levels.

  Metric

  % of top executives on the IT governance council.

• Practice

  Define, consistently apply, and periodically test the escalation processes to manage IT failures.

  Outcome

  Escalation of decisions is perceived as a normal process.

  Metrics

  • % of areas that have an IT failure escalation process in place.
  • Time taken to resolve an IT failure.
  • % of IT decisions that are escalated.

• Practice

  Establish an effective IT governance and communication structure throughout the organization — from corporate level, to strategic business unit level, to project level, and align it with the specific needs of the various stakeholder groups.

  Outcome

  Business and IT governance structures are aligned.

  Metric

  Ratio of business personnel to IT personnel within the IT governance council.

5Optimized

• Practice

  Clearly establish IT governance as a subset of corporate governance of the organization, directed by the board of directors.

  Outcome

  The importance of IT governance is recognized through its anchoring within the corporate governance structures.

  Metric

  % of top executives on the IT governance council.

• Practice

  Continually improve and apply appropriate escalation processes in order to manage and learn from IT failures.

  Outcome

  The escalation processes are tailored to specific decisions.

  Metric

  Frequency of reviews of IT escalation processes.