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Budget Oversight and Performance Analysis

BOP

The Budget Oversight and Performance Analysis (BOP) capability is the ability to compare actual IT expenditure against budgeted IT expenditure over extended time periods. Where appropriate, it offers management the opportunity to reprofile or reprioritize budget forecasts and allocations.

Structure

BOP is made up of the following Categories and CBBs. Maturity and Planning are described at both the CC and the CBB level.

AAnalysis

A1Scope, Granularity, and Sophistication

Establish budget tracking and forecasting approaches (for example, single versus multi-year analysis).

A2Tools and Processes

Develop tools and processes to generate budget performance analyses.

A3Data Consistency

Develop the sources of data, and structure the data required to conduct budget performance analyses. Develop a common budget management terminology in the organization to enable wider comparisons to be made.

BImpact and Value

B1Metrics Reporting

Develop a suite of metrics to enable reporting on a range of budget performance criteria (for example, over/under expenditure and expenditure run-rates), and the relationships between them.

B2Future IT Expenditure

Inform decision-making for planning of future IT expenditure.

B3Management of Unit Costs

Inform decision-making regarding unit cost adjustments — for example, those relating to pricing and consumption.

CAlignment

C1Awareness and Communication

Communicate IT budget management practices and methods, and details of their business impact to stakeholders.

Overview

Goal & Objectives

An effective Budget Oversight and Performance Analysis (BOP) capability aims to:

  • Improve visibility of actual IT expenditure over extended time periods.
  • Better inform decisions regarding future funding levels and allocations.
  • Improve the quality of future budgets, and identify favourable budget trends and areas of concern.
  • Increase confidence that budget allocations can avoid unplanned adjustments midway through a financial cycle.

Scope

Definition

The Budget Oversight and Performance Analysis (BOP) capability is the ability to compare actual IT expenditure against budgeted IT expenditure over extended time periods. Where appropriate, it offers management the opportunity to reprofile or reprioritize budget forecasts and allocations.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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

2Basic
  • Practice
    Track IT budget performance within the current period at operations and project levels.
    Outcome
    Data begins to be accrued on actual versus planned expenditure.
    Metric
    Percentage of projects and operational activities with budget analysis reported.
  • Practice
    Adjust IT budgets based on budget performance analysis.
    Outcome
    IT budgets become more realistic and transparent.
    Metric
    Percentage of projects and operational activities that meet their original and adjusted IT budget allocations.
  • Practice
    Use extrapolations from historical patterns to stress-test planned IT expenditure for larger IT projects and IT budget categories.
    Outcome
    Confidence levels for budget planning can be improved by more formally leveraging past experience.
    Metric
    Percentage deviation from planned to actual expenditure by budget category and by larger projects.
  • Practice
    Establish basic reporting of IT budget performance at operational and project levels.
    Outcome
    IT personnel are aware of the role that budget performance plays in meeting business objectives.
    Metric
    Percentage of relevant IT personnel who are aware of IT budget performance.
3Intermediate
  • Practice
    Expand in-period tracking and trend analysis to cover most IT budget categories.
    Outcome
    Oversight and performance analysis can be performed, and it becomes easier to identify issues across broader budget categories.
    Metric
    Percentage of IT budget categories with budget metrics reported each period.
  • Practice
    Facilitate IT budget analysis, with partial automation of the reporting approach.
    Outcome
    Partial automation allows for more timely budget analysis and decision-making.
    Metric
    Number of days after month end that the monthly budget analysis report is produced.
  • Practice
    Report a standardized set of budget performance metrics (for example, cost per unit or earned value) for all budget categories and link them to IT targets.
    Outcome
    A standard set of metrics can be compared across budget categories, facilitating deeper analysis.
    Metric
    Percentage of budget categories with budget metrics reported. Survey of stakeholder confidence in fiscal management by the IT function conducted.
  • Practice
    Use budget analysis to predict future IT expenditure for all budget categories.
    Outcome
    The inclusion of all budget categories enables more accurate scenario modelling and planning.
    Metric
    Percentage deviation from planned budget for each reporting period.
4Advanced
  • Practice
    Sufficiently automate multi-year budget tracking and trending analysis.
    Outcome
    More accurate and more timely analysis is available to management across the organization.
    Metric
    Percentage of IT projects and operations activities with budget tracking and trending analysis.
  • Practice
    Promote organization-wide reuse of IT budget performance analysis to inform planning on future expenditure.
    Outcome
    There are better discussions regarding organization-wide buy-in to how best to balance between run the business IT expenditure and change the business IT expenditure.
    Metric
    Year-on-year percentage change in budget allocations by category.
  • Practice
    Establish regular reporting cycles to communicate IT budget performance against the organization-wide objectives — for example, via management dashboards.
    Outcome
    There is better awareness of IT expenditure patterns, which inform planning activities.
    Metric
    Percentage of the IT budget aligned with business units' objectives.
5Optimized
  • Practice
    Continually review the scope of real-time gathering, analysis, and reporting of budget performance data.
    Outcome
    Management have the ability to make better informed decisions more quickly.
    Metric
    Percentage of IT projects where corrective actions lead to budget adjustments.
  • Practice
    Continually use budget performance analysis to optimize unit cost management.
    Outcome
    Opportunities to optimize unit cost management decisions for improved business value are identified.
    Metric
    Percentage improvement in business value that results from unit cost adjustments.

Reference

History

This capability was introduced in Revision 18.10 as an update to Budget Oversight and Performance Analysis (16).