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Decision Rights

A4

Determine what major IT domain decisions need to be made. Define the decision-making boundaries for each decision type, including the inputs and decision rights of different stakeholders, and the rules and procedures for making and monitoring those decisions.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.