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Representative POMs are described for Governance and Steering at each level of maturity.

2Basic

• Practice

  Assign senior IT managers to initiate and direct change initiatives.

  Outcome

  Organizational change is led by senior managers from IT.

  Metric

  % of organizational change initiatives led by senior IT managers.

• Practice

  Define IT structures and IT resource needs at the initial approval of the change initiative.

  Outcome

  The expected impact of the initiative on IT resources is known when the initiative approval is being decided upon.

  Metric

  % of change initiatives with IT structures and IT resource needs defined at the initial approval of the change initiative.

3Intermediate

• Practices

  • Assign a steering group, consisting of senior managers from both IT and the wider organization.
  • Put in place a dedicated change sponsor for each change initiative.

  Outcomes

  • A dedicated change sponsor acts as a champion and has the authority and drive to support the change and to build and maintain commitment across the organization.
  • This change sponsor oversees the steering group and ensures that decision authority and responsibilities for change are formally defined, documented, and communicated.

  Metric

  % of organizational change initiatives that have a dedicated change sponsor and are led by a mix of functional senior managers.

• Practice

  Put in place a process to review and revise IT structures and resource needs throughout the change initiative.

  Outcome

  The revision of IT structures and resources is enabled as necessary throughout the initiative.

  Metric

  Existence of a formal change needs review process.

4Advanced

• Practice

  Assign a stakeholder steering group and a dedicated sponsor drawn from senior management to direct change initiatives.

  Outcome

  Stakeholder needs are taken into account and the change has senior management support throughout the initiative.

  Metric

  % of change initiatives with a senior manager sponsor assigned.

• Practice

  Adapt governance structures to the needs of the change initiative, and align it with those of complementary activities such as project management.

  Outcomes

  • Governance structures can respond flexibly to project parameters.
  • The boundaries with complementary activities such as project management are made clear.

  Metric

  % of change initiatives where the boundaries with complementary activities, such as project management, are documented.

• Practice

  Establish distributed leadership and governance for local allocation of resources.

  Outcome

  This ensures that the change initiatives are appropriately resourced and supported in an agile manner.

  Metrics

  • # of formal change of needs request records.
  • % of change initiatives impacted by resource shortages.

5Optimized

• Practice

  Ensure that the dedicated sponsor of the change initiative has authority across all functions and locations in the organization.

  Outcomes

  • The business outcomes targeted by the change initiative are consistently achieved.
  • The dedicated sponsor drives support for the change and builds commitment across the organization.
  • There is a capacity to assemble a network of sponsors in distributed organizations to oversee change initiatives.

  Metric

  % of change initiatives where the senior manager sponsor assigned has authority across the extended organization.

• Practice

  Ensure that a representative from those directly impacted by the change is part of the steering group and is sufficiently empowered to contribute in a meaningful way.

  Outcome

  Governance and steering happen at the level of the organization that is most appropriate to the change.

  Metric

  % of change initiatives where a representative from those directly impacted by the change is part of the steering group.

• Practice

  Actively anticipate resource requirements.

  Outcome

  The senior sponsor ensures optimal resource availability throughout the change initiative.

  Metric

  # of change initiatives impacted by resource shortages.

• Practice

  Continually review governance structures and processes.

  Outcome

  Governance structures and processes are optimized.

  Metric

  # of reviews of governance structures and processes per annum.