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Representative POMs are described for Plan Development at each level of maturity.

1Initial

• Practice

  Start to translate selected strategic options into IT programmes and activities on a reactive basis.

  Outcome

  Less change of priorities may occur regarding IT investments.

• Practice

  Start to have informal discussion and decision-making processes in place as these drive IT Strategic Planning.

  Outcome

  Some records of discussions, options or decisions relating to IT strategy may exist.

• Practice

  Start to ensure long-range IT capital budgeting serves as a rudimentary IT strategic plan.

  Outcome

  Plans may be less technology-led and links to business rationale are not as explicated

2Basic

• Practice

  Use a basic process to translate Strategic options into programmes for the most important IT domains.

  Outcomes

  • A good quality translation of options into programmes will be achieved for the most important IT domains.
  • The rudimentary nature of the process (e.g. lack of a decision audit trail) may result in a lack of clarity at a later stage in development.

  Metrics

  • Options included in programmes as % of total option population.
  • # of programmes derived from option selection process.
  • % coverage achieved: IT domain / business unit / external business partner.

• Practice

  Develop basic IT strategic plan and disseminate amongst key IT function stakeholders.

  Outcome

  A document of record exists for IT strategy for key domains, and is available to senior IT function staff.

  Metrics

  • # of people on the strategic plan circulation list: IT function / other business units / business ecosystem stakeholders.
  • # of post-publication review meetings.

• Practice

  Develop outline business case statement and supporting documentation for key programmes.

  Outcome

  Provisional funding and resource plans will be informed by the content of the IT strategic plan.

  Metric

  Furnish the outline business case statement and supporting documents for key programmes.

3Intermediate

• Practice

  Use prescribed process to review, select, combine and translate Strategic options into a set of strategic programmes.

  Outcome

  A set of IT programmes is developed representing IT's view of the best mix between what's technically/commercially feasible and business needs.

  Metrics

  • Options included in programmes as % of total option population.
  • # of programmes derived from option selection process.
  • % coverage achieved: IT domain / business unit / external business partner.

• Practice

  Secure IT strategic plan approval and disseminate highlights amongst key IT function and other business unit stakeholders.

  Outcome

  All key IT function and some business unit stakeholders are appraised of the key points of the IT strategic plan.

  Metrics

  • # of people on the strategic plan circulation list: IT function / other business units / business ecosystem stakeholders
  • # of post-publication review meetings.

• Practice

  Prepare outline business case covering all programmes that comprise the IT Strategic plan.

  Outcome

  A clear record exists of all major assumptions underpinning the IT strategic plan.

4Advanced

• Practice

  Engage closely with all relevant business entities in converting selected strategic options into co-authored IT programme plans.

  Outcome

  The business ownership of the IT strategic plan is emphasized, leading to enhanced collaboration during the plan delivery phases.

  Metrics

  • Options included in programmes as % of total option population.
  • # of programmes derived from option selection process.
  • % coverage achieved: IT function / business unit / business ecosystem stakeholder.

• Practice

  Review the IT strategic plan in accordance with an agreed timetable.

  Outcome

  The plan is regularly tested against reality and adapted to reflect changes in the environment as well as assumptions that prove inaccurate.

  Metrics

  • # of people on the strategic plan circulation list: the IT function / other business units / business ecosystem stakeholders
  • # of post-publication review meetings.

• Practice

  Anticipate reaction of all parties to delivery of programmes that comprise the plan, and develop a high-level change management plan.

  Outcome

  The chances of programmes being successfully implemented are enhanced.

5Optimized

• Practice

  Ensure the IT strategic plan is aligned and in some cases synchronized with the strategic plans of the business ecosystem.

  Outcome

  Deployment time for strategic initiatives is reduced and key external alliances and relationships are enhanced.

  Metrics

  • Options included in programmes as % of total option population.
  • # of programmes derived from option selection process.
  • % coverage achieved: IT domain / business unit / external business partner.

• Practice

  Share and co-develop, where appropriate, elements of the IT strategic plan with the business ecosystem.

  Outcome

  A more streamlined implementation of joint or highly partner-dependant strategic initiatives occurs.

  Metrics

  • # of people on the strategic plan circulation list: the IT function / other business units / business ecosystem stakeholders
  • # of post-publication review meetings.

• Practice

  Flag key plan assumptions relating to industry dynamics and establish change sensing mechanisms.

  Outcome

  The task of keeping the plan 'current' and aligned to industry developments is facilitated.