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Representative POMs are described for The IT Contribution at each level of maturity.

2Basic

• Practice

  Maintain a catalogue, that is owned by IT, to cross-reference key processes with the applications and infrastructure that support them.

  Outcome

  The implications of organizational changes are more readily identified and understood.

  Metric

  Number of key processes and their supporting applications catalogued.

3Intermediate

• Practice

  Have IT explain and communicate how changes in IT systems are likely to impact processes, and how changes in processes are likely to impact system requirements.

  Outcome

  Communications improve between IT and the business about the impact of proposed changes.

  Metric

  Number of issues avoided due to IT analysis during planning phases.

• Practice

  Make IT part of the business process planning and design sessions.

  Outcome

  IT provides a perspective on potential changes during planning phases, thus avoiding system surprises during late stages of projects.

  Metric

  Percent of the organization's formal planning sessions that include IT representation.

4Advanced

• Practice

  Maintain a model, that is owned by IT, that enables impact analysis of process changes on all aspects of the enterprise architecture, and to help facilitate changes in line with project objectives.

  Outcome

  Detailed change management planning can be conducted.

  Metric

  Number of project surprises due to unclear understanding of the impact of process changes on the enterprise architecture (and vice versa).

• Practice

  Have IT proactively provide relevant, innovative practices and tools to enhance the BPM foundation and the use of BPM in the organization.

  Outcome

  BPM delivers greater value.

  Metric

  List of IT contributions to the BPM initiative.

5Optimized

• Practice

  Expand IT's architectural model beyond the organization to encompass relevant aspects of customer, supplier, partner, and/or regulator architectures.  

  Outcome

  Deriving insights from the model, IT helps drive improvement.

  Metric

  List of IT-initiated improvement projects that involve third party interfaces.

• Practice

  Provide IT thought leadership in identifying areas of improvement and innovation in business processes.

  Outcome

  IT's reputation as a key business partner is enhanced.

  Metric

  List of industry citations of IT's contribution to process management excellence.