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Representative POMs are described for Stakeholder Management and Communication at each level of maturity.

1Initial

• Practice

  Start to communicate IT plans at least on an ad hoc basis to stakeholders based on individual requests that are made.

  Outcome

  Some stakeholders may start to become aware of IT strategies or priorities.

• Practice

  The extent of stakeholder influence of IT Strategic Planning is through their need to deliver specific system and/or application related programmes.

  Outcome

  Some discussion between the IT function and its customers over priorities for IT investment may occur.

• Practice

  Start to manage stakeholder communication at departmental level.

  Outcome

  Informed stakeholders are more likely to participate in IT Strategic Planning.

2Basic

• Practice

  Communicate to some stakeholders (e.g. circulation to executive board, finance, HR) even if this is reactive and using few formalized templates.

  Outcome

  There will be gaps in the message coverage.

  Metric

  # emails/reports to inform wider organizations of strategic intent and progress.

• Practice

  Hold a combination of both informal and formal discussions and meetings between the key stakeholders and those charged with IT Strategic Planning.

  Outcome

  Stakeholders who seek to influence IT strategy will receive a hearing, but it is likely that only the key stakeholders will be canvassed for their input.

  Metric

  # of meetings of staff from the IT function to discuss and review Strategic Planning.

• Practice

  Achieve engagement of key stakeholders in IT Strategic Planning and their sponsorship of resulting projects, even if this is primarily through the informal efforts of individuals.

  Outcome

  Quality of interpretation of stakeholder input is improving but may remain inconsistent in areas, due to the lack of a standard process for capturing that input.

  Metric

  # of resources assigned to stakeholder relationship management.

3Intermediate

• Practice

  Establish a formal, bi-directional communication protocol.

  Outcome

  Both the IT function and some other business units are better informed on each other's plans and underlying rationale.

  Metric

  # emails/reports to inform wider organizations of strategic intent and progress.

• Practice

  Formally canvas stakeholders for their input to IT Strategic Planning, and record their input.

  Outcome

  Business orientation of IT strategic plans is enhanced through involvement of well informed business stakeholders in IT strategy development.

  Metrics

  • # of meetings of IT function staff to discuss and review Strategic Planning.
  • Formal SP meetings actually held vs. planned (# & %).

• Practice

  Embed the role of stakeholders in the IT Strategic Planning work plan.

  Outcome

  The transparent and consistent gathering and documentation of stakeholder inputs improves the efficiency of the business requirements gathering process.

  Metrics

  • # of resources assigned to stakeholder relationship management.
  • Internal stakeholders actually contributing to Strategic Planning vs. expected to contribute (# & %).

4Advanced

• Practice

  Communicate regularly with all stakeholders on IT strategic plans.

  Outcome

  Issues of contention or misunderstandings get resolved during the planning stage rather than later, at greater cost, during development.

  Metric

  # emails/reports to inform wider organizations of strategic intent and progress.

• Practice

  Gather stakeholder input through regular and structured reviews of the published strategy artefacts.

  Outcome

  The IT strategic plan better represents stakeholder views and there is increased stakeholder ownership of the plan.

  Metrics

  • # of meetings of IT function staff to discuss and review Strategic Planning.
  • Formal SP meetings actually held vs. planned (# & %).
  • # of meetings of other business unit & IT function staff to discuss and review Strategic Planning.

• Practice

  Ensure the engagement of stakeholders is managed jointly by the IT function and other business units.

  Outcome

  Stakeholder participation in IT strategic plan development and on going plan realization improves.

  Metrics

  • # of resources assigned to stakeholder relationship management.
  • Internal stakeholders actually contributing to Strategic Planning vs. expected to contribute (# & %).

5Optimized

• Practice

  Communicate widely the IT strategic plans to the business ecosystem via the same channels and using the same formats as the business strategic plan.

  Outcome

  IT strategic plans are understood in the business context by all stakeholders, just like the manufacturing strategy, the marketing strategy or other functional strategies.

  Metric

  # emails/reports to inform relevant stakeholders of strategic intent and progress.

• Practice

  Ensure key stakeholders and IT function management jointly drive IT Strategic Planning.

  Outcome

  A single, integrated strategic plan replaces separate business and IT strategic plans.

  Metrics

  • # of meetings of IT function staff to discuss and review Strategic Planning.
  • Formal SP meetings actually held vs. planned (# & %).
  • # of meetings of other business units & IT function staff to discuss and review Strategic Planning.

• Practice

  Implement clearly defined planning processes to prescribe and oversee the roles of all parties incorporating those in the business ecosystem, involved in IT Strategic Planning.

  Outcome

  All parties understand their roles and responsibilities in relation to IT Strategic Planning, and risks of conflict or dysfunctional behaviour are reduced.

  Metrics

  • # of resources assigned to stakeholder relationship management.
  • Internal stakeholders actually contributing to Strategic Planning vs. expected to contribute (# & %).
  • External stakeholders actually contributing to Strategic Planning vs. expected to contribute (# & %).