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Resourcing

A1

Allocate and coordinate roles, responsibilities, accountabilities, and resources for the IT strategic planning function.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Resourcing at each level of maturity.

1Initial
  • Practice
    Assign staff to IT strategy development from general project resources on an “as required and when available” basis.
    Outcome
    The quality of the Strategic Planning outputs may become more predictable.
  • Practice
    Start to make funding available on an ad hoc basis.
    Outcome
    IT Strategic Planning may start to generate some activity.
  • Practices
    • Perform IT Strategic Planning independently at central and local levels.
    • At most there may exist ad hoc co-ordination and alignment between centralized and de-centralized Strategic Planning.
    Outcome
    Whilst no organization-level strategic plan will exist, some co-ordination and alignment may start to emerge.
2Basic
  • Practice
    Assign staff to planning for key domains, drawing on whatever resources may be available.
    Outcomes
    • Resources are allocated for the most important strategic projects.
    • Results may vary due to different skill levels amongst resources.
    Metrics
    • IT staff formally involved in SP (# & % total).
    • IT Days allocated to Strategic Planning.
  • Practice
    Allocate funding for Strategic Planning as the need arises from the general IT function's administration budget.
    Outcome
    Budget is allocated for most important strategic projects.
    Metric
    Funds allocated from general IT administration budget.
  • Practice
    Perform centralized and de-centralized IT Strategic Planning independently.
    Outcome
    Degree of alignment will depend on the effectiveness of the relationships between the parties involved.
    Metric
    % of IT Strategic Planning meetings that are centrally managed.
3Intermediate
  • Practice
    Formally assign the role/responsibility for IT-business liaison on IT Strategic Planning.
    Outcome
    Consistent and effective Strategic Planning becomes the norm.
    Metrics
    • IT function staff formally involved in SP (# & % total).
    • Other business unit (non-IT) staff formally involved in SP (# & % total).
    • IT Days allocated to Strategic Planning.
    • Business Days allocated to Strategic Planning.
    • Formal SP meetings actually held (# and %planned).
  • Practice
    Ensure the IT budget includes allocation for IT Strategic Planning.
    Outcome
    Funding for IT Strategic Planning is ensured.
    Metric
    IT Cost allocated to Strategic Planning ($ & % Total IT Budget).
  • Practice
    Co-ordinate IT Strategic Planning at both the local and centralized levels by the central IT function.
    Outcome
    Increased cohesion between central and local IT strategic plans occurs.
    Metric
    # of organizational levels below CIO for which accountabilities and responsibilities have been defined (may not suit all organization types).
4Advanced
  • Practice
    Allocate time to IT Strategic Planning by dedicated IT function and other business unit personnel.
    Outcome
    Roles, responsibilities and deadlines for IT Strategic Planning tasks are clear.
    Metrics
    • IT staff formally involved in SP (# & %total).
    • Business (non-IT) staff formally involved in SP (# & %total).
    • # of IT Days allocated to Strategic Planning.
    • # of business Days allocated to Strategic Planning.
    • Formal SP meetings actually held (# and %planned).
    • Business units formally represented in Strategic Planning (# and % organizations business units).
  • Practice
    Allocate dedicated and regular funding for IT Strategic Planning activity in the IT function and other business units.
    Outcome
    Less time is spent marshalling resources to conduct IT Strategic Planning.
    Metrics
    • IT Cost allocated to Strategic Planning ($ & % Total IT Budget).
    • Business Cost allocated to Strategic Planning vs. Total Organization Budget ($ & % Total Org. Budget).
  • Practice
    Set up a designated planning body with responsibility/authority for resolving local/central misalignments which manages and co-ordinates IT Strategic Planning at a central level.
    Outcome
    Less time is wasted re-working incompatibilities and overlaps between central and local planning groups.
    Metric
    # of organizational levels below CIO for which accountabilities and responsibilities have been defined (may not suit all organization types).
5Optimized
  • Practice
    Ensure IT Strategic Planning resources are an integral part of the business Strategic Planning activity.
    Outcomes
    • Minimal risk of misalignment between IT and business planning occurs.
    • The risk of opportunities for strategic use of IT being overlooked is reduced.
    Metrics
    • IT function staff formally involved in SP (# & %total).
    • Other business units (non-IT) staff formally involved in SP (# & %total).
    • IT Days allocated to Strategic Planning.
    • Business Days allocated to Strategic Planning.
    • Formal SP meetings actually held (# and %planned).
    • Business units formally represented in Strategic Planning (# and % organizations business units).
  • Practice
    Organize funding of IT Strategic Planning organization wide.
    Outcome
    A sense of shared responsibility for IT performance will develop over time, rather than the potentially adversarial relationship that can attend less mature levels.
    Metrics
    • IT Cost allocated to Strategic Planning ($ & % Total IT Budget).
    • Business Cost allocated to Strategic Planning vs. Total Organization Budget ($ & %Total Org. Budget).
  • Practice
    Implement a formal alignment process for optimizing central and local Strategic Planning needs.
    Outcome
    Common, aligned strategy throughout the organization.
    Metric
    # of organizational levels below CIO for which accountabilities and responsibilities have been defined (may not suit all organization types).