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Representative POMs are described for Demand Analysis and Management at each level of maturity.

2Basic

• Practice

  Collect and analyse information on current and future business demand for IT services on a scheduled basis.

  Outcome

  There is an alignment of knowledge and understanding between IT and some other business units on the demand for IT services.

  Metric

  Number of business requirements that are centrally documented.

• Practice

  Analyse significant work packages to translate business demand into meaningful IT requirements.

  Outcome

  Formalized IT requirements based on initiatives are driven by business requirements.

  Metric

  % of business requirements translated into IT requirements.

• Practices

  • Maintain information on business consumption levels for a subset of key IT services.
  • Focus any efforts to influence demand on bottlenecks and capacity sensitive infrastructure and services.

  Outcome

  Business consumption information helps make the case for resource assignment and validates the relevance of current IT services.

  Metric

  Number and percentage of IT services analysed within the IT services catalogue.

3Intermediate

• Practices

  • Use a standardized process to collect business demand information at specific frequencies.
  • Activate a formal process of dialogue between IT and the other business units to develop a shared understanding of business demand.

  Outcomes

  • A good understanding of the business demand profile exists between IT and some other business units.
  • Business requirements can be centrally documented and catalogued, enabling more holistic discussions regarding how to satisfy business demand.

  Metric

  Number of business requirements that are centrally documented.

• Practice

  Establish an iterative and documented process to translate the captured business requirements into IT-focused requirements and fine tune the process.

  Outcome

  Business cases for subsequent IT activity are defined and approved, and ultimately translated into work packages for IT.

  Metric

  % of business requirements translated into IT requirements.

• Practices

  • Communicate regular reports on capacity gaps and advocate problem avoidance steps.
  • Utilize processes for mapping the consumption of IT capacity and services to demand from other business units.
  • Formalize cost-benefit analyses, ROI, etc. calculations.

  Outcome

  Justification for capital investment is created and added value can be measured.

  Metric

  % of IT services with completed cost-benefit analyses ROI.

4Advanced

• Practices

  • Use multiple methods and channels for collecting information on current and future business demand.
  • Conduct joint planning sessions between IT and the rest of the business to discuss fluctuation in demand for IT services.

  Outcomes

  • A dynamic model is developed.
  • Variations in business demand dynamically generate revised requirements for the IT function.

  Metric

  Number of business requirements that are centrally documented.

• Practice

  Institute and regularly improve organization-wide understanding of the documented process for translating business demand into IT requirements.

  Outcome

  There is a common understanding throughout the organization of the process for translating business demand into IT requirements.

  Metric

  % of business requirements translated into IT requirements.

• Practice

  Put in place an organization-wide policy on chargeback/showback to moderate the demand for IT services, without negatively impacting business productivity.

  Outcomes

  • IT is operated as an investment centre.
  • Gaps between demand and supply are smaller, and faster re-alignment with respect to demand-supply variances is possible.

  Metric

  Average time taken to address demand-supply variances for IT services.

5Optimized

• Practice

  Benchmark the organization's ability to react rapidly to changes in demand for IT services.

  Outcome

  The organization is positioned against industry competitors. The ability to react becomes a key differentiator.

  Metrics

  • % of requested demand changes reviewed and incorporated into revised plans per annum.
  • Agility rating versus ‘Best in Class’ [Agility = change complexity/change duration].

• Practices

  • Regularly review and optimize strategies for collecting and processing information relating to business demand for IT services, and for translating such information into defined IT requirements.
  • Involve partners and suppliers in the process as required.

  Outcome

  Knowledge about business demand for IT services is continually kept up to date, thereby reducing the possibility of unexpected demand spikes or falls.

  Metric

  Number of updates to the services portfolio per annum.

• Practices

  • Ensure flexible charging policies are in place to react rapidly to internal/external demand.
  • Rapidly modify the IT service provisioning catalogue to suit the demand for IT's services, and ensure it is sufficiently flexible to meet the demands of the business.

  Outcome

  IT is positioned to meet demand from internal and external sources, or a combination of both, with little or no organizational overhead.

  Metric

  % of satisfied business customers rating on IT agility (per annum).