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Roles and Accountabilities

A5

Define roles and responsibilities, and delegate authority and accountability for aspects of the governance of IT. Establish mechanisms to hold such individuals or groups accountable for decisions, actions, and performance.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Roles and Accountabilities at each level of maturity.

2Basic
  • Practice
    Define basic roles and a limited set of responsibilities for IT governance.
    Outcomes
    • There is growing understanding of the importance of IT governance, with some key decision makers involved at the outset.
    • There is some ability to set targets and measure progress against them.
    Metrics
    • # of IT governance roles defined.
    • % of IT employees fulfilling allocated IT governance responsibilities.
    • % of business unit employees fulfilling allocated IT governance responsibilities.
  • Practice
    Establish some delegation of authority and accountability for a limited set of IT governance activities, as is appropriate to the organization's context.
    Outcome
    Some high priority delegated decisions are performed in a transparent manner.
    Metrics
    • % of IT employees with delegated authority for IT governance.
    • % of business unit employees with delegated authority for IT governance.
  • Practice
    Establish a basic set of mechanisms to hold individuals to account for key aspects of IT governance (e.g. decisions, performance, actions).
    Outcome
    Some individuals to whom authority and accountability for key aspects of IT governance have been delegated may be held to account, but not always in a consistent manner.
    Metric
    % of individuals with delegated authority/accountability who are held to account.
3Intermediate
  • Practice
    Formalize and document roles and responsibilities for IT governance.
    Outcome
    There is clarity on where responsibility lies, and there is ability to make appropriate business judgements, and set and monitor goals and targets in respect of the responsibilities of individuals, IT, and other business units.
    Metrics
    • # of IT governance roles defined.
    • % of IT employees fulfilling allocated IT governance responsibilities.
    • % of business unit employees fulfilling allocated IT governance responsibilities.
  • Practices
    • Delegate authority and accountability for IT governance to appropriate IT and business stakeholders as required.
    • Document this in a charter and via industry mechanisms (e.g. RACI matrices).
    Outcome
    Most delegated decisions are performed in a transparent manner.
    Metrics
    • % of IT employees with delegated authority for IT governance.
    • % of business unit employees with delegated authority for IT governance.
  • Practice
    Define, use, and act upon a detailed set of mechanisms to hold individuals to account for key aspects of IT governance in most instances (e.g. performance and conformance evaluations).
    Outcome
    Individuals to whom authority and accountability have been delegated for key aspects of IT governance are held to account in most instances.
    Metric
    % of individuals with delegated authority/accountability who are held to account.
4Advanced
  • Practice
    Ensure that roles and responsibilities for IT governance are staffed by competent individuals across the organization.
    Outcome
    Organization-wide clarity on roles and responsibilities ensures that IT can be governed consistently and effectively across the entire organization.
    Metrics
    • # of IT governance roles defined.
    • % of IT employees fulfilling allocated IT governance responsibilities.
    • % of business unit employees fulfilling allocated IT governance responsibilities.
  • Practice
    Delegate authority and accountability for IT governance to appropriate stakeholders across the organization as required, who are enabled to work with appropriate autonomy and responsiveness to the changing business environment.
    Outcome
    All delegated decisions are performed in a transparent manner.
    Metrics
    • % of IT employees with delegated authority for IT governance.
    • % of business unit employees with delegated authority for IT governance.
  • Practice
    Use and act upon the mechanisms to hold individuals to account for key aspects of IT governance in all instances.
    Outcome
    Individuals to whom authority and accountability have been delegated for key aspects of IT governance are held to account in all instances.
    Metric
    % of individuals with delegated authority/accountability who are held to account.
5Optimized
  • Practice
    Continually review and improve the roles and responsibilities for IT governance based on lessons learned and insights from business ecosystem partners.
    Outcome
    Dynamically adjusting roles and responsibilities to reflect new learnings and insights enables IT to always be governed consistently and effectively.
    Metric
    Frequency of review and update of roles and responsibilities.
  • Practice
    Continually review the delegation of authority and accountability for IT governance for its effectiveness, and improve it as appropriate.
    Outcome
    Delegation of authority and accountability is always appropriate and effective.
    Metric
    Frequency of review and update to authority/accountability delegation.
  • Practice
    Continually review and improve the mechanisms to hold individuals to account for key aspects of IT governance based on lessons learned and insights from business ecosystem partners.
    Outcome
    Accountability mechanisms are kept up-to-date and relevant, and are based on new learnings and insights.
    Metric
    Frequency of review and update to accountability mechanisms.