IVI Framework Viewer

Internal Structure

A1

Define the internal structure of the IT function so that it supports the organization's strategic direction and culture. The definition includes, for example, reporting lines, roles, responsibilities, accountabilities, and span of control (that is, the number of employees reporting to each manager).

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Internal Structure at each level of maturity.

1Initial
  • Practice
    Informal activities in place based on best endeavour of staff.
    Outcome
    IT is a local order taker, close to each business unit and providing high reactivity.
2Basic
  • Practice
    Decide on a standard operating model based on the results of organization and business diagnosis.
    Outcome
    Standard operating model in place.
    Metric
    % of units follow standardized operating model.
3Intermediate
  • Practice
    Put in place formal mechanisms and processes to allow for adaptation of standard operating model of individual IT functions.
    Outcomes
    • Operating model has individual components.
    • First multi-mode approaches emerge.
    Metric
    % of units follow standardized operating model.
4Advanced
  • Practice
    Put in place a range of operating models, from industrialized IT to innovation centres, which are defined depending on product, maturity, market, technology, etc.
    Outcome
    IT operating models builds basis for the implementation of efficient IT processes.
    Metric
    Number of coexisting operating models used.
  • Practice
    Include industry benchmarks into the operating model.
    Outcome
    IT operating models builds basis for the implementation of efficient IT processes.
    Metric
    Number of coexisting operating models used.
5Optimized
  • Practice
    Continuously optimize multi-mode operating model.
    Outcome
    Operating model meets needs of IT at all times.
    Metric
    Frequency of optimization (# of iterations per year).