Ongoing Operational Commitments
Determine the financial and other resources in the organization, and the extent to which they are already committed to ongoing contracts and obligations or are available to be deployed on new activities.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Ongoing Operational Commitments at each level of maturity.
- 1Initial
- Practice
- Use last year's actuals for this year's budget with minimum adjustments for annual cost changes, e.g. salary increments.
- Outcome
- A basic plan will result although it may not be fully focussed on the challenges for the current year.
- Metric
- # of amendments to last year's plan.
- 2Basic
- Practice
- Inform the plan primarily from the perspective of IT.
- Outcome
- The plan may only reflect the IT driven challenges for this year.
- Metric
- # and % of IT challenges versus business challenges.
- 3Intermediate
- Practice
- Use a comprehensive checklist to ensure that planning takes into account all facets of the baseline.
- Outcome
- The plan reflects in a comprehensive way all facets relevant to the baseline for the year.
- Metrics
- # count: baseline coverage in the plan versus a baseline checklist.
- % of baseline elements originating from the business as opposed to IT.
- 4Advanced
- Practice
- Involve the relevant business managers in informing and constructing the baseline.
- Outcome
- The plan reflects both IT and other business units in a comprehensive way with regard to all facets relevant to the baseline for the year.
- Metric
- % of non-IT personnel engaged in the Business Planning group.
- 5Optimized
- Practice
- Involve the business managers and relevant external partners in informing the baseline.
- Outcome
- The plan reflects both IT, the business and relevant external partners in a comprehensive way with regard to all facets relevant to the baseline for the year.
- Metric
- % of non-IT personnel engaged in the Business Planning group.