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Verification and Validation of the Organization's Strategic Objectives

B1

Validate that everyone in the organization has the same shared understanding of the organization's strategic objectives and how these can be achieved — prior to any large commitment of resources.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Verification and Validation of the Organization's Strategic Objectives at each level of maturity.

1Initial
  • Practice
    Leverage staff expertise.
    Outcome
    At least rudimentary verification and validation of the documented strategy occurs.
    Metric
    Number of staff with strategy alignment experience.
  • Practice
    Leverage professional networks and emulate known successes.
    Outcome
    Basic approaches that are known to be effective for strategy verification and validation can be put in place quickly.
    Metric
    Number of approaches adapted from outside the company.
2Basic
  • Practice
    Agree strategic objective priorities across departments.
    Outcome
    The organization has a shared understanding of the strategic objectives and their priorities.
    Metric
    Number of objections to proposed prioritizations.
  • Practice
    Develop processes and procedures to verify and validate strategies.
    Outcome
    Processes and procedures add rigour and consistency in the performance of strategy verification and validation.
    Metric
    Number of processes available for strategy verification and validation.
3Intermediate
  • Practice
    Coordinate and enable efforts across project portfolio components to deliver strategic goals and objectives.
    Outcome
    The focus of attention switches from the projects to the strategic goals that the combined projects deliver.
    Metric
    Number of project portfolio components reporting progress against the strategic objectives to which they contribute.
  • Practice
    Analyse intermediate results for new objectives — e.g. planning permission granted subject to new access road on north boundary fence being open to traffic, which may mean that new access road priority may need to change.
    Outcome
    New explicit and implicit requirements are identified.
    Metric
    Number of new requirements (work) identified by analysis of intermediate steps.
4Advanced
  • Practice
    Know and understand the assumptions upon which the strategic goals were set.
    Outcome
    Early warning indicators can be established.
    Metric
    Number of strategic objectives with rationale and justified logic argument.
  • Practice
    Test and validate the assumptions underpinning the strategic goals — e.g. smart phones will replace PCs for many internet users — are the numbers stacking up?
    Outcome
    Early warning indicators can be established.
    Metric
    Number of strategic objects where assumptions were tested in the last time period (e.g. 6-months).
5Optimized
  • Practice
    Extend strategy testing to the business ecosystem or as far as is appropriate.
    Outcome
    Knowing that the supplier has a sub-supply problem provides an early warning.
    Metrics
    • Number of vendors and partners still aligned.
    • Number of vendors and partners no longer aligned.
  • Practice
    Work closely with strategic planning to maintain alignment and prioritized focus.
    Outcome
    Necessary changes are identified early, unnecessary effort can be avoided, and agile responses are enabled when needed.
    Metrics
    • Number of attendees at strategic planning meeting.
    • Number of all strategic planning meetings.
    • Number of strategy change notifications.