IVI Framework Viewer

Representative POMs are described for Decision Rights at each level of maturity.

2Basic

• Practice

  Establish some decision rules and document some decisions and/or decision categories.

  Outcome

  Some effective decisions are made in accordance with established rules, but these rules are not always consistently applied.

  Metrics

  • % of IT-related decisions that adhere to a decision-making process.
  • % of IT-related decisions that are documented.

• Practice

  Define the decision-making authority for some decision types (i.e. which IT or business leaders or which bodies have authority).

  Outcome

  Transparency in relation to decision rights is emerging. However, the boundaries of those decisions may not always be clear.

  Metrics

  • % of decision types for which decision rights are established.
  • % of decision types for which decision boundaries are established.

• Practice

  Establish basic structures for reporting/communicating IT-related decisions.

  Outcome

  Some high-level reporting/communicating of IT-related decisions is emerging.

  Metric

  % of IT-related decisions reported/communicated.

3Intermediate

• Practice

  Document decisions and/or decision categories and apply a comprehensive decision-making process across IT, with some business involvement.

  Outcome

  In most instances, the decision-making process enables effective decisions that reflect both IT and business stakeholder input.

  Metrics

  • % of IT-related decisions that adhere to a decision-making process.
  • % of IT-related decisions that are documented.

• Practice

  Define the decision-making authority for most decision types (i.e. which roles, groups, or bodies), as well as who has input rights into the decision.

  Outcome

  Decision rights, decision boundaries, and required decision inputs are transparent in most instances.

  Metrics

  • % of decision types for which decision rights are established.
  • % of decision types for which decision boundaries are established.

• Practice

  Periodically assess adherence to most decision rights and decision boundaries, and modify them as required.

  Outcome

  The effectiveness of decision rights and decision boundaries can be understood periodically and rectified, if required.

  Metrics

  • Frequency of decision rights audits.
  • # of decision rights modifications per audit.

• Practice

  Establish formal structures or forums for periodic briefings to both senior management and the business units on IT-related decisions.

  Outcome

  Formal reporting/communicating structures exist to keep senior management and their business units abreast of IT matters and IT-related decisions.

  Metric

  % of IT-related decisions reported/communicated.

4Advanced

• Practices

  • Apply a comprehensive decision-making process and criteria across the organization, involving all relevant governance bodies and personnel.
  • Automate decision-making where appropriate.

  Outcome

  The decision-making process always supports and enables effective and agile IT-related decisions across the entire organization, and these are always responsive to business environment changes.

  Metrics

  • % of IT-related decisions that adhere to a decision-making process.
  • % of IT-related decisions that are documented.

• Practices

  • Define decision-making and input-rights authority for all decision types and document them in a charter or in policy statements.
  • Clearly outline the reserve powers of the governing body.

  Outcome

  Decision rights, decision boundaries, and required decision inputs are transparent in all instances.

  Metrics

  • % of decision types for which decision rights are established.
  • % of decision types for which decision boundaries are established.

• Practice

  Regularly assess adherence to all decision rights and decision boundaries, and modify them as required.

  Outcome

  The effectiveness of decision rights and decision boundaries can be understood on an ongoing basis and rectified, if required.

  Metrics

  • Frequency of decision rights audits.
  • # of decision rights modifications per audit.

• Practice

  Align the structures for reporting/communicating IT-related decisions to the specific needs of all relevant organizational levels.

  Outcomes

  • Formal and effective structures exist throughout the organization for reporting/communicating IT-related decisions — from corporate level, to business unit level, to project level.
  • These structures are aligned to stakeholder needs.

  Metrics

  • % of IT-related decisions reported/communicated.
  • # of self-service/customized reports.

5Optimized

• Practice

  Continually review and refine the decision-making process, as appropriate.

  Outcome

  The decision-making process is kept in line with industry best-known practice and evidence-based research.

  Metric

  Frequency of review and update of the decision-making process.

• Practice

  Continually refine decision rights and decision boundaries to reflect lessons learned and insights from business ecosystem partners.

  Outcome

  Decision rights and boundaries are kept effective and relevant based on new learnings and insights.

  Metric

  Frequency of review and update of decision rights and decision boundaries.

• Practice

  Use external forums (such as industry conferences, consortiums, and the industry press) to improve the organization's profile regarding its effective, efficient, and acceptable use of IT.

  Outcome

  The organization is regarded as world-class in its effective, efficient, and acceptable use of IT.

  Metrics

  • # of participations in external forums per time period.
  • # of external publications initiated by IT.