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Governance and Performance

B2

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).