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Demand Analysis and Management

A1

Analyse business demand for and consumption of IT services to anticipate future demand and how it might be provided for.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Demand Analysis and Management at each level of maturity.

1Initial
  • Practice
    Gather information on business demand prior to IT procurement cycles.
    Outcome
    There is rudimentary collection of current business demand.
    Metric
    % of instances where current demand is translated into specified business requirements.
  • Practice
    Collate IT requirements based on data available within IT.
    Outcome
    IT-focused requirements are collated and consolidated.
    Metric
    % of business requirements translated into IT requirements.
  • Practice
    Attempt to supply IT services to other business units based on their demands.
    Outcome
    Consumption/usage of IT services is unmanaged and simply assumed.
    Metric
    No metric expected.
2Basic
  • Practice
    Regularly collect and analyse information on current and future business demand for IT services.
    Outcome
    There is an alignment of knowledge and understanding between IT and the some other business units on the demand for IT services.
    Metric
    % of instances of current and future demand translated into specified business requirements.
  • Practice
    Cooperate with the business on significant work/business initiatives to translate business demand into meaningful IT requirements.
    Outcome
    Formalized IT requirements based on initiatives are driven by business requirements.
    Metric
    % of business requirements translated into IT requirements.
  • Practices
    • Maintain information on the consumption of IT services by some business units.
    • Assign dedicated resources based on usage and support needs.
    Outcome
    Usage reports, demand profile, capacity profiles, etc. are available to justify resource assignment and to validate usage.
    Metrics
    • % of IT services used.
    • % availability of IT systems.
3Intermediate
  • Practice
    Develop, document and use formal processes of dialogue between IT and other business units to facilitate a shared understanding of the business demand profile.
    Outcome
    Formalized and documented business requirements and functional requirements specifications are generated and catalogued.
    Metric
    % of instances of current and future demand translated into specified business requirements.
  • Practice
    Establish an iterative process to capture business requirements, translate business requirements into IT-focused requirements and fine tune the process.
    Outcome
    Business cases for subsequent IT activity are defined and approved, and ultimately translated into work packages for IT.
    Metric
    % of business requirements translated into IT requirements.
  • Practice
    Leverage off the IT service catelogue to communicate the cost-benefit trade-off options.
    Outcome
    IT is a partner that advises other business units on cost-benefit trade-offs.
    Metric
    % of total services actually delivered which originated out of the service catalogue.
  • Practices
    • Utilize processes for mapping the consumption of IT capacity and services to demand from other business units.
    • Formalize cost-benefit analyses, ROI, etc.
    Outcome
    Justification for capital investment is created; added value can be measured.
    Metric
    % of IT services with completed cost-benefit analyses ROI.
4Advanced
  • Practice
    Conduct joint planning sessions between IT and other business units to discuss fluctuation in demand for IT services.
    Outcomes
    • A dynamic model is developed.
    • Variations in business demand dynamically generate revised requirements for the IT function.
    Metric
    % of realized planning sessions per annum.
  • Practice
    Institute and regularly improve an organization-wide understanding of the documented process of translating demand into IT requirements.
    Outcome
    There is a common understanding throughout the organization on the process of translating demand into IT requirements.
    Metric
    % of business requirements translated into IT requirements.
  • Practice
    Institute and regularly improve an organization-wide policy on chargeback for IT services.
    Outcome
    IT can track demand, and can understand and attribute the costs.
    Metric
    % of inter-/intra-organization chargebacks for IT services.
5Optimized
  • Practice
    Benchmark the organization's ability to react rapidly to changes in demand for IT services.
    Outcomes
    • The organization is positioned against industry competitors.
    • The ability to react becomes a key differentiator.
    Metrics
    • % of requested demand changes reviewed and incorporated into revised plans per annum.
    • Agility rating versus ‘Best in Class’.
    • [Agility = change complexity/change duration].
  • Practice
    Regularly review and optimize strategies for collecting and processing business demand, and translating this into changes to the IT requirements.
    Outcome
    Rapid collection, analysis and processing of demand for IT services.
    Metrics
    • % of requested demand changes that are reviewed and incorporated into revised plans per annum.
    • Frequency of use of a service level agreement metric on demand changes being met.
  • Practice
    Rapidly modify IT service provisioning catalogue to suit the demand for its services, and ensure it is sufficiently flexible to meet the demands of the business.
    Outcome
    IT is positioned to meet demand from internal and external sources, or a combination of both, with little or no organizational overhead.
    Metric
    % of satisfied business customers rating on IT agility (per annum).