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Representative POMs are described for Demand Analysis and Management at each level of maturity.

1Initial

• Practice

  Gather information on business demand prior to IT procurement cycles.

  Outcome

  There is rudimentary collection of current business demand.

  Metric

  % of instances where current demand is translated into specified business requirements.

• Practice

  Collate IT requirements based on data available within IT.

  Outcome

  IT-focused requirements are collated and consolidated.

  Metric

  % of business requirements translated into IT requirements.

• Practice

  Attempt to supply IT services to other business units based on their demands.

  Outcome

  Consumption/usage of IT services is unmanaged and simply assumed.

  Metric

  No metric expected.

2Basic

• Practice

  Regularly collect and analyse information on current and future business demand for IT services.

  Outcome

  There is an alignment of knowledge and understanding between IT and the some other business units on the demand for IT services.

  Metric

  % of instances of current and future demand translated into specified business requirements.

• Practice

  Cooperate with the business on significant work/business initiatives to translate business demand into meaningful IT requirements.

  Outcome

  Formalized IT requirements based on initiatives are driven by business requirements.

  Metric

  % of business requirements translated into IT requirements.

• Practices

  • Maintain information on the consumption of IT services by some business units.
  • Assign dedicated resources based on usage and support needs.

  Outcome

  Usage reports, demand profile, capacity profiles, etc. are available to justify resource assignment and to validate usage.

  Metrics

  • % of IT services used.
  • % availability of IT systems.

3Intermediate

• Practice

  Develop, document and use formal processes of dialogue between IT and other business units to facilitate a shared understanding of the business demand profile.

  Outcome

  Formalized and documented business requirements and functional requirements specifications are generated and catalogued.

  Metric

  % of instances of current and future demand translated into specified business requirements.

• Practice

  Establish an iterative process to capture business requirements, translate business requirements into IT-focused requirements and fine tune the process.

  Outcome

  Business cases for subsequent IT activity are defined and approved, and ultimately translated into work packages for IT.

  Metric

  % of business requirements translated into IT requirements.

• Practice

  Leverage off the IT service catelogue to communicate the cost-benefit trade-off options.

  Outcome

  IT is a partner that advises other business units on cost-benefit trade-offs.

  Metric

  % of total services actually delivered which originated out of the service catalogue.

• Practices

  • Utilize processes for mapping the consumption of IT capacity and services to demand from other business units.
  • Formalize cost-benefit analyses, ROI, etc.

  Outcome

  Justification for capital investment is created; added value can be measured.

  Metric

  % of IT services with completed cost-benefit analyses ROI.

4Advanced

• Practice

  Conduct joint planning sessions between IT and other business units to discuss fluctuation in demand for IT services.

  Outcomes

  • A dynamic model is developed.
  • Variations in business demand dynamically generate revised requirements for the IT function.

  Metric

  % of realized planning sessions per annum.

• Practice

  Institute and regularly improve an organization-wide understanding of the documented process of translating demand into IT requirements.

  Outcome

  There is a common understanding throughout the organization on the process of translating demand into IT requirements.

  Metric

  % of business requirements translated into IT requirements.

• Practice

  Institute and regularly improve an organization-wide policy on chargeback for IT services.

  Outcome

  IT can track demand, and can understand and attribute the costs.

  Metric

  % of inter-/intra-organization chargebacks for IT services.

5Optimized

• Practice

  Benchmark the organization's ability to react rapidly to changes in demand for IT services.

  Outcomes

  • The organization is positioned against industry competitors.
  • The ability to react becomes a key differentiator.

  Metrics

  • % of requested demand changes reviewed and incorporated into revised plans per annum.
  • Agility rating versus ‘Best in Class’.
  • [Agility = change complexity/change duration].

• Practice

  Regularly review and optimize strategies for collecting and processing business demand, and translating this into changes to the IT requirements.

  Outcome

  Rapid collection, analysis and processing of demand for IT services.

  Metrics

  • % of requested demand changes that are reviewed and incorporated into revised plans per annum.
  • Frequency of use of a service level agreement metric on demand changes being met.

• Practice

  Rapidly modify IT service provisioning catalogue to suit the demand for its services, and ensure it is sufficiently flexible to meet the demands of the business.

  Outcome

  IT is positioned to meet demand from internal and external sources, or a combination of both, with little or no organizational overhead.

  Metric

  % of satisfied business customers rating on IT agility (per annum).