Governance and Performance
Ensure a common understanding exists between IT and the business regarding decision-making authority and responsibilities on IT matters. Assign responsibility and decision-making authority and hold all direct reports/senior IT management accountable for performance. Act as the accountable person for the security of the IT systems and ensure disaster recovery policies and procedures work.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Governance and Performance at each level of maturity.
- 3Intermediate
- Practice
- Introduce and nurture a formal relationship management process.
- Outcome
- This results in an improved relationship between IT and the business, leading to a more effective execution of IT projects.
- Metrics
- # of formal relationship management events (e.g. meetings, forums).
- # of formally appointed liaison personnel.
- 4Advanced
- Practice
- Introduce processes to manage performance assessment against objectives across organizational boundaries (i.e. matrix type organizational forms).
- Outcome
- This enables objective, cross-functional performance oversight and achieves a reduction in dysfunctional organizational politics.
- Metrics
- # of joint assessments conducted.
- Intensity of political manoeuvring in IT business relationships as assessed by opinion testing.
- 5Optimized
- Practice
- Sponsor and promote inter-organizational research on the governance of collaborative ventures.
- Outcome
- This provides opportunities for new learning and possible joint ventures with external parties. It also results in an improvement in attitudes towards externally sourced innovations.
- Metrics
- # of joint ventures that emerge.
- Trending pattern in the number of externally sourced innovations.
- Trends in prevailing attitudes towards externally sourced innovations (i.e. as measured via standard qualitative measurement tools).