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The IT Contribution

B6

Use the IT function's organization-wide perspective to drive the effectiveness of business process management.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for The IT Contribution at each level of maturity.

1Initial
  • Practice
    Encourage IT to share it's knowledge of the relationships between key processes and the applications that support them.
    Outcome
    Changes in processes result in fewer problems associated with application misalignment and vice versa.
    Metric
    Number of process and application misalignment issues.
2Basic
  • Practice
    Maintain a catalogue, that is owned by IT, to cross-references key processes with the applications and infrastructure that support them.
    Outcome
    The implications of organizational changes are more readily identified and understood.
    Metric
    Number of key processes and their supporting applications catalogued.
3Intermediate
  • Practice
    Have IT explain and communicate, how changes in IT systems are likely to impact processes, and how changes in processes are likely to impact systems requirements.
    Outcome
    Communications improve between IT and the business about the impact of proposed changes.
    Metric
    Number of issues avoided due to IT analysis during planning phases.
  • Practice
    Make IT part of the business process planning and design sessions.
    Outcome
    IT provides a perspective on potential changes during planning phases, thus avoiding system surprises during late stages of projects.
    Metric
    Percentage of an organization's formal planning sessions that include IT representation.
4Advanced
  • Practice
    Maintain a model, that is owned by IT, that enables impact analysis of process changes on all aspects of the enterprise architecture, and to help facilitate changes in line with project objectives.
    Outcome
    Detailed change management planning can be conducted.
    Metric
    Number of project “surprises” due to unclear understanding of the impact of process changes on the enterprise architecture (and vice versa).
  • Practice
    Have IT proactively provide relevant, innovative practices and tools to enhance the BPM foundation and the use of BPM in the organization.
    Outcome
    BPM delivers greater value.
    Metric
    List of IT contributions to the BPM initiative.
5Optimized
  • Practice
    Expand IT's architectural model beyond the organization to encompass relevant aspects of customer, supplier, partner, and/or regulator architectures.
    Outcome
    Deriving insights from the model, IT helps drive improvement.
    Metric
    List of IT-initiated improvement projects that involve third party interfaces.
  • Practice
    Provide IT thought leadership in identifying areas of improvement and innovation in business processes.
    Outcome
    IT's reputation as a key business partner is enhanced.
    Metric
    List of industry citations of IT's contribution to process management excellence.