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Strategy Alignment

A1

Maximize the benefits of the organization's IT supplier sourcing practices (for example, insourcing, outsourcing, etc.) by aligning them with the organization's wider strategic priorities.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Strategy Alignment at each level of maturity.

1Initial
  • Practice
    Best endeavours of available personnel.
2Basic
  • Practice
    Incorporate a number of sourcing options and activities, as part of the IT strategy.
    Outcome
    Sourcing opportunities begin to support the IT strategy.
    Metric
    % of sourcing decisions based on the IT strategy
3Intermediate
  • Practice
    Consider aligning sourcing options with organizational priorities, as part of the execution of the IT strategy.
    Outcome
    The organization acknowledges sourcing as an important part of the overall IT strategy.
    Metric
    % of IT strategy meetings that have sourcing topics on the agenda
4Advanced
  • Practice
    Systematically incorporate sourcing options and activities in line with strategic organizational priorities.
    Outcome
    The organization is focused on sourcing opportunities that support both the IT strategy and the corporate sourcing strategy.
    Metric
    % of sourcing strategies referencing IT strategy and the corporate sourcing strategy
5Optimized
  • Practice
    Review the sourcing strategy continually with a focus on strategic organizational priorities and on enabling agility and innovation.
    Outcome
    Sourcing strategy is maintained continually in alignment with the business and functional strategies of the organization.
    Metric
    % of incidents of review and updating of sourcing strategy in business strategy documentation