it management and governance itmg diagnostic _ sample report
DESCRIPTION
IT Management and Governance ITMG Diagnostic _ Sample ReportTRANSCRIPT
IT Management & Governance Diagnostic Program
Prepared for Sample IT Company
This report was prepared by Info-Tech Research Group for Sample IT Company on 2015-05-20.Data is comprised of 6 responses.
1. Survey IT leaders to assess IT department strengths and weaknesses• Your IT leadership team will complete a short survey which will identify current state of IT Management &
Governance processes focusing on:
◦ Effectiveness◦ Importance◦ Ownership
2. Review report and establish clear ownership for critical IT functions• With Info-Tech, review your results report to understand your team’s perception of each process’ importance and
effectiveness• Identify where the gaps exist between your team's process scores to see where there is a difference in opinion• Discuss which processes, if improved, would have the greatest impact on your department and organization• Build a plan to ensure clear accountability and to engage a broader team with process accountability• Ensure key IT Leaders are not overwhelmed with accountability
3. Book & Conduct A Team Alignment Exercise• Gather your team and discuss the discrepancies for the processes with the greatest gaps in scores.• Bring the entire team onto the same page re: which processes are most important and least effective.• Establish process owners for the IT processes. Each relevant process must have at least one person accountable for
monitoring and improvement initiatives.• Info-Tech offers a workshop to help you to complete step 3 & 4 in 5-days at your site.
4. Create A Roadmap Of Key Processes To Improve• Once your team has reached a consensus on which processes to focus on, create a process improvement roadmap
outlining which processes your team will focus on over the next 12 months.• Determine responsibilities and timelines, as well as regular checkpoints with your team to monitor progress.
IT Management & Governance Diagnostic Program Sample IT Company # of Responses 6
2
STRATEGY &GOVERNANCE EDM01
IT Governance APO02
IT Strategy MEA01
PerformanceMeasurement EDM02
Business Value APO06
Cost & BudgetManagement APO10
VendorManagement
FINANCIALMANAGEMENT
APO01
IT Management &Policies APO04
Innovation APO08EDM05
StakeholderRelations BAI08
KnowledgeManagement EDM04
CostOptimization
PEOPLE &RESOURCES APO07
Human ResourcesManagement ITRG01
IT OrganizationalDesign ITRG02
Leadership, Culture& Values ITRG03
Manage ServiceCatalog
SERVICE PLANNING &ARCHITECTURE
APO03
EnterpriseArchitecture APO09
ServiceManagement APO11
QualityManagement
INFRASTRUCTURE& OPERATIONS BAI04
Availability &CapacityManagement BAI09
AssetManagement DSS01
OperationsManagement
BAI06
ChangeManagement BAI10
ConfigurationManagement DSS02
Service Desk
SECURITY& RISK DSS05
SecurityManagement APO12
EDM03
Risk Management BAI07
ReleaseManagement DSS03
Incident & ProblemManagement
APO13
Security Strategy DSS06MEA02
Business ProcessControls & Internal Audit MEA03
ExternalCompliance DSS04
BusinessContinuity DSS04
Disaster RecoveryPlanning
APPLICATIONS ITRG04
Application PortfolioManagement BAI03
Enterprise ApplicationSelection &Implementation BAI03
ApplicationDevelopmentThroughput BAI07
ApplicationDevelopment Quality ITRG05
ApplicationMaintenance BAI05
OrganizationalChange Management
PPM & PROJECTS
DATA & BI ITRG06
Business Intelligence& Reporting ITRG07
Data Architecture ITRG08
Data Quality APO05
PortfolioManagement BAI01
ProjectManagement BAI02
RequirementsGathering
This diagnostic program was developed using the Info-Tech World Class Operations framework which is made up of IT processesthat map to the COBIT standard based on the numbers in the top right corner. This page is a snapshot of the IT processlandscape within your IT department. The processes have been colour coded based on your team’s importance and effectivenessscores for each IT process. Use this page to help you prioritize your IT process improvement initiatives.
ImproveProcess
Immediately
HighImportanceand LowEffectiveness
EvaluateProcess
LowImportanceand LowEffectiveness
MaintainProcess
LowImportanceand HighEffectiveness
LeverageProcess
HighImportanceand HighEffectiveness
IT Management & Governance FrameworkA comprehensive and connected set of research tohelp you optimize and improve your core IT processes
High Level Process Landscape (Importance: Effectiveness) Sample IT Company # of Responses 6
3
No
Importance
1.0 - 6.0
Limited
Importance
6.1 - 7.4
Significant
Importance
7.5 - 8.0
Critical
Importance
8.1 - 10
These are all of your IT processes ranked based on their perceivedimportance, from the most important to the least important. Use this data tounderstand which processes your team believes are crucial to them and tothe organization.
CriticalImportance IT Strategy 9.8 Service Desk 9.3 Security
Management 9.3 Incident &Problem
Management9.3 Business
Continuity 9.2 Data Quality 9.2 ProjectManagement 9.2 Cost
Optimization 9.2 KnowledgeManagement 9.2 Disaster
RecoveryPlanning
9.2 IT Governance 9 Cost & BudgetManagement 9 IT
OrganizationalDesign
9 QualityManagement 9 Business
Intelligence &Reporting
8.8 ServiceManagement 8.8 Data
Architecture 8.8 RiskManagement 8.8 Availability &
CapacityManagement
8.7 PerformanceMeasurement 8.7 Innovation 8.7 Portfolio
Management 8.7 ExternalCompliance 8.5 Security
Strategy 8.5 ITManagement &
Policies8.5 Stakeholder
Relations 8.5 ChangeManagement 8.5 Leadership,
Culture &Values
8.3 EnterpriseArchitecture 8.3 Operations
Management 8.3 EnterpriseApplicationSelection &
Implementation8.3 Organizational
ChangeManagement
8.3 ReleaseManagement 8.2
SignificantImportance Business
Value 8 HumanResources
Management8 Asset
Management 8 ConfigurationManagement 8 Business
ProcessControls &
Internal Audit7.8 Application
PortfolioManagement
7.8 RequirementsGathering 7.8 Application
Maintenance 7.8 ApplicationDevelopmentThroughput
7.7
LimitedImportance Manage
ServiceCatalog
7.3 VendorManagement 7.2
No Importance ApplicationDevelopment
Quality5.3
Red 2.5 - 9 Significant Gap in Alignment
2.7 Application Development Quality Yellow 1.1 - 2.4 Gap in Alignment
2.3 Application Portfolio Management 2.1 External Compliance 2.1 Enterprise Architecture 2.0 Business Process Controls & Internal Audit 1.6 Business Value 1.6 Application Development Throughput 1.6 Vendor Management 1.5
Enterprise Application Selection &Implementation
1.5 Release Management Green 0 - 1 Minimal Gap in Alignment
Top 10 Areas ofDisagreement
Process Importance Sample IT Company # of Responses 6
4
Not inPlace
N/A
NotEffective
0.0 - 4.9
SomewhatIneffective
5.0 - 6.9
SomewhatEffective
7.0 - 7.9
VeryEffective
8.0 - 10.0
This page shows all your IT processes in order of their perceivedeffectiveness, from least effective to most effective. Use this data tounderstand which processes your team believes are currently performingwell and which processes are currently struggling or broken.
Not InPlace
Not Effective ApplicationDevelopment
Quality4.3
SomewhatIneffective Application
PortfolioManagement
5 ManageServiceCatalog
5.2 ReleaseManagement 5.3 Change
Management 5.7 BusinessProcess
Controls &Internal Audit
5.7 OrganizationalChange
Management5.8 Application
DevelopmentThroughput
6 HumanResources
Management6 Service Desk 6.2 Asset
Management 6.2 ExternalCompliance 6.2 Business Value 6.2 Vendor
Management 6.3 RequirementsGathering 6.3 Business
Intelligence &Reporting
6.3 ApplicationMaintenance 6.3 Operations
Management 6.5 CostOptimization 6.5 Configuration
Management 6.7 SecurityStrategy 6.7 Enterprise
ApplicationSelection &
Implementation6.7 IT
OrganizationalDesign
6.8 QualityManagement 6.8 Risk
Management 6.8 Data Quality 6.8 Availability &Capacity
Management6.8 Disaster
RecoveryPlanning
6.8
SomewhatEffective IT Governance 7 Service
Management 7 IT Management& Policies 7 Enterprise
Architecture 7 SecurityManagement 7 Stakeholder
Relations 7 Leadership,Culture &
Values7 Business
Continuity 7 Cost & BudgetManagement 7.2 Data
Architecture 7.2 PortfolioManagement 7.2 Innovation 7.3 Project
Management 7.3 KnowledgeManagement 7.5 Performance
Measurement 7.7 IT Strategy 7.7 Incident &Problem
Management7.8
Very Effective
Red 2.5 - 9 Significant Gap in Alignment
2.9 Data Quality 2.6 Application Portfolio Management 2.5 Service Desk Yellow 1.1 - 2.4 Gap in Alignment
2.5 Application Development Quality 2.3 Manage Service Catalog 2.3 IT Organizational Design 2.2 Operations Management 2.1 Cost Optimization 2.1 Change Management 2.1 External Compliance Green 0 - 1 Minimal Gap in Alignment
Top 10 Areas ofDisagreement
Process Effectiveness Sample IT Company # of Responses 6
5
Use this grid to prioritize your team’s process improvement initiatives. The top processes in each quadrant have been listed in this grid. Please use the following page as reference for any quadrants withadditional processes. Focus your time and energy on the processes in the top left quadrant first, which received high importance scores but low effectiveness scores.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Service Desk Disaster Recovery Planning Data Quality Cost Optimization
IT Strategy Incident & ProblemManagement Security Management Knowledge Management Application Portfolio
Management Business Value Configuration Management Human ResourcesManagement Asset Management Manage Service Catalog Vendor Management Application Development
Quality
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Process Prioritization Sample IT Company # of Responses 6
6
This page outlines additional IT processes that were not displayed in the previous prioritization grid. While it’s important to prioritize the processes from the grid first, it is also worthnoting in which grid each of these processes were reported. IT Organizational
Design QualityManagement Risk
Management BusinessIntelligence &
Reporting Availability &Capacity
Management ChangeManagement External
Compliance Security Strategy OperationsManagement Enterprise
ApplicationSelection &
Implementation Organizational
ChangeManagement Release
Management ApplicationMaintenance Requirements
Gathering Business ProcessControls &
Internal Audit ApplicationDevelopmentThroughput Project
Management BusinessContinuity Cost & Budget
Management IT Governance ServiceManagement Data Architecture Performance
Measurement Innovation PortfolioManagement IT Management &
Policies StakeholderRelations Leadership,
Culture & Values EnterpriseArchitecture
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Grid Placement
Process Prioritization : Additional Results Sample IT Company # of Responses 6
7
This page outlines the current process accountabilities for each IT process. These individuals have indicated that they are accountable for all of the processesthat sit next to their names. Pay particular attention to processes who have more than one individual accountable, as well as processes that have nobody heldaccountable for them. Determine whether the current accountability distribution makes sense, and which processes need more or less attention.
Name If a person has been identified as accountable for three processes or more, a warning sign will show up. Being accountable for too many processes can result in insufficient attention being paid to each individual process.
Missing Accountability
Hank MooreInnovation IT Governance IT Management
& Policies IT Strategy PerformanceMeasurement Stakeholder
Relations BusinessIntelligence &
Reporting Data
Architecture Data Quality EnterpriseArchitecture Enterprise
ApplicationSelection &
Implementation OrganizationalChange
Management ProjectManagement Requirements
Gathering Application
Maintenance Availability &Capacity
Management ChangeManagement Configuration
Management OperationsManagement Release
Management ServiceManagement
BusinessContinuity Disaster
RecoveryPlanning External
Compliance RiskManagement Asset
Management Cost & BudgetManagement Portfolio
Management Vendor
Management HumanResources
Management Leadership,Culture &
Values ITOrganizational
Design Business Value CostOptimization Knowledge
Management Quality
Management Manage ServiceCatalog Service Desk Incident &
ProblemManagement Security
Strategy SecurityManagement Business Process
Controls & InternalAudit
ApplicationPortfolio
Management ApplicationDevelopmentThroughput Application
DevelopmentQuality
David Martin PerformanceMeasurement Stakeholder
Relations BusinessIntelligence &
Reporting DataArchitecture Data Quality Application
Maintenance ChangeManagement
OperationsManagement Release
Management ServiceManagement Business
Continuity ExternalCompliance Risk
Management AssetManagement
Leadership,Culture &
Values ITOrganizational
Design QualityManagement Manage Service
Catalog Service Desk Incident &Problem
Management SecurityStrategy
SecurityManagement Business Process
Controls & InternalAudit
Process Accountability Sample IT Company # of Responses 6
8
Kimberly Wilson Innovation IT Governance IT Management& Policies IT Strategy Performance
Measurement StakeholderRelations Enterprise
ApplicationSelection &
Implementation Project
Management RequirementsGathering Operations
Management ReleaseManagement Service
Management ExternalCompliance Leadership,
Culture &Values
ITOrganizational
Design Business Value KnowledgeManagement Quality
Management Manage ServiceCatalog Service Desk Incident &
ProblemManagement
Peter Green Innovation IT Governance IT Strategy EnterpriseArchitecture Availability &
CapacityManagement Change
Management ConfigurationManagement
ReleaseManagement Service
Management BusinessContinuity Disaster
RecoveryPlanning Risk
Management VendorManagement IT
OrganizationalDesign
QualityManagement Manage Service
Catalog Incident &Problem
Management SecurityStrategy Security
Management Business ProcessControls & Internal
Audit Karen McCoy IT Strategy Stakeholder
Relations EnterpriseApplicationSelection &
Implementation ProjectManagement Application
Maintenance ConfigurationManagement Release
Management Asset
Management KnowledgeManagement Manage Service
Catalog Service Desk Incident &Problem
Management Tracy Hall
Process Accountability Sample IT Company # of Responses 6
9
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner ofthis process and I am accountable for the results & outcomes. I am primarily responsibility for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with thisprocess. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with thisprocess and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
AccountableOnly
Accountable &Responsible
ResponsibleOnly
Involved:Consulted
Involved:Informed
Not InvolvedAccountability Conflict
Accountability Conflict &
Responsibility Conflict Responsibility Conflict
Peter Green
Availability &Capacity
Management BusinessContinuity Business Process
Controls & InternalAudit Change
Management ConfigurationManagement Disaster
RecoveryPlanning Enterprise
Architecture IT Governance IT
OrganizationalDesign IT Strategy Incident &
ProblemManagement Innovation Manage Service
Catalog QualityManagement
ReleaseManagement Risk
Management SecurityManagement Security
Strategy ServiceManagement Vendor
Management ApplicationDevelopmentThroughput
ApplicationMaintenance Asset
Management ExternalCompliance IT Management
& Policies KnowledgeManagement Leadership,
Culture &Values Organizational
ChangeManagement
RequirementsGathering Stakeholder
Relations ApplicationPortfolio
Management Business Value Cost & BudgetManagement Cost
Optimization EnterpriseApplicationSelection &
Implementation Human
ResourcesManagement Operations
Management PortfolioManagement Project
Management Service Desk PerformanceMeasurement Application
DevelopmentQuality
BusinessIntelligence &
Reporting DataArchitecture Data Quality
Team Process Involvement Sample IT Company # of Responses 6
10
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner ofthis process and I am accountable for the results & outcomes. I am primarily responsibility for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with thisprocess. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with thisprocess and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
AccountableOnly
Accountable &Responsible
ResponsibleOnly
Involved:Consulted
Involved:Informed
Not InvolvedAccountability Conflict
Accountability Conflict &
Responsibility Conflict Responsibility Conflict
Karen McCoy
ApplicationMaintenance Project
Management ReleaseManagement Asset
Management ConfigurationManagement Enterprise
ApplicationSelection &
Implementation IT Strategy Incident &Problem
Management KnowledgeManagement Manage Service
Catalog Service Desk StakeholderRelations Application
PortfolioManagement Change
Management Enterprise
Architecture Innovation Availability &Capacity
Management BusinessContinuity Business Value Cost
Optimization DisasterRecoveryPlanning
IT Governance IT Management& Policies Leadership,
Culture &Values Operations
Management PortfolioManagement Quality
Management RiskManagement
SecurityStrategy Service
Management ApplicationDevelopment
Quality ApplicationDevelopmentThroughput Business
Intelligence &Reporting Business Process
Controls & InternalAudit Cost & Budget
Management Data
Architecture Data Quality ExternalCompliance Human
ResourcesManagement IT
OrganizationalDesign Organizational
ChangeManagement Performance
Measurement Requirements
Gathering SecurityManagement Vendor
Management Team Process Involvement Sample IT Company # of Responses 6
11
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner ofthis process and I am accountable for the results & outcomes. I am primarily responsibility for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with thisprocess. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with thisprocess and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
AccountableOnly
Accountable &Responsible
ResponsibleOnly
Involved:Consulted
Involved:Informed
Not InvolvedAccountability Conflict
Accountability Conflict &
Responsibility Conflict Responsibility Conflict
David Martin
ApplicationMaintenance Asset
Management BusinessContinuity Business
Intelligence &Reporting Business Process
Controls & InternalAudit Change
Management DataArchitecture
Data Quality ExternalCompliance IT
OrganizationalDesign Incident &
ProblemManagement Leadership,
Culture &Values Manage Service
Catalog OperationsManagement
PerformanceMeasurement Quality
Management ReleaseManagement Risk
Management SecurityManagement Security
Strategy Service Desk Service
Management StakeholderRelations Application
DevelopmentQuality Application
DevelopmentThroughput Application
PortfolioManagement Availability &
CapacityManagement Business Value
ConfigurationManagement Cost
Optimization DisasterRecoveryPlanning Enterprise
ApplicationSelection &
Implementation EnterpriseArchitecture IT Governance IT Management
& Policies IT Strategy Innovation Knowledge
Management OrganizationalChange
Management PortfolioManagement Project
Management RequirementsGathering
Cost & BudgetManagement Human
ResourcesManagement Vendor
Management Team Process Involvement Sample IT Company # of Responses 6
12
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner ofthis process and I am accountable for the results & outcomes. I am primarily responsibility for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with thisprocess. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with thisprocess and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
AccountableOnly
Accountable &Responsible
ResponsibleOnly
Involved:Consulted
Involved:Informed
Not InvolvedAccountability Conflict
Accountability Conflict &
Responsibility Conflict Responsibility Conflict
Hank Moore
ApplicationDevelopment
Quality ApplicationDevelopmentThroughput Application
Maintenance ApplicationPortfolio
Management AssetManagement Configuration
Management DataArchitecture
Data Quality DisasterRecoveryPlanning Enterprise
ApplicationSelection &
Implementation EnterpriseArchitecture Incident &
ProblemManagement Operations
Management ReleaseManagement
SecurityManagement Security
Strategy Service Desk Availability &Capacity
Management BusinessContinuity Business
Intelligence &Reporting Business Process
Controls & InternalAudit
Business Value ChangeManagement Cost & Budget
Management CostOptimization External
Compliance HumanResources
Management IT Governance IT Management
& Policies ITOrganizational
Design IT Strategy Innovation KnowledgeManagement Leadership,
Culture &Values Manage Service
Catalog Organizational
ChangeManagement Performance
Measurement PortfolioManagement Project
Management QualityManagement Requirements
Gathering RiskManagement
ServiceManagement Stakeholder
Relations VendorManagement
Team Process Involvement Sample IT Company # of Responses 6
13
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner ofthis process and I am accountable for the results & outcomes. I am primarily responsibility for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with thisprocess. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with thisprocess and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
AccountableOnly
Accountable &Responsible
ResponsibleOnly
Involved:Consulted
Involved:Informed
Not InvolvedAccountability Conflict
Accountability Conflict &
Responsibility Conflict Responsibility Conflict
Kimberly Wilson
Business Value PerformanceMeasurement Enterprise
ApplicationSelection &
Implementation ExternalCompliance IT Governance IT Management
& Policies ITOrganizational
Design IT Strategy Incident &
ProblemManagement Innovation Knowledge
Management Leadership,Culture &
Values Manage ServiceCatalog Operations
Management Project
Management QualityManagement Release
Management RequirementsGathering Service Desk Service
Management StakeholderRelations
ApplicationDevelopment
Quality ApplicationDevelopmentThroughput Application
Maintenance ApplicationPortfolio
Management AssetManagement Business
Continuity BusinessIntelligence &
Reporting Change
Management CostOptimization Data
Architecture Data Quality OrganizationalChange
Management RiskManagement Security
Management Availability &
CapacityManagement Configuration
Management Cost & BudgetManagement Disaster
RecoveryPlanning Enterprise
Architecture PortfolioManagement Security
Strategy Vendor
Management Business ProcessControls & Internal
Audit HumanResources
Management Team Process Involvement Sample IT Company # of Responses 6
14
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner ofthis process and I am accountable for the results & outcomes. I am primarily responsibility for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with thisprocess. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with thisprocess and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
AccountableOnly
Accountable &Responsible
ResponsibleOnly
Involved:Consulted
Involved:Informed
Not InvolvedAccountability Conflict
Accountability Conflict &
Responsibility Conflict Responsibility Conflict
Tracy Hall
Incident &Problem
Management AssetManagement Availability &
CapacityManagement Innovation Project
Management StakeholderRelations Application
PortfolioManagement
Business Value ChangeManagement Configuration
Management EnterpriseApplicationSelection &
Implementation IT Governance IT Management& Policies IT Strategy
KnowledgeManagement Leadership,
Culture &Values Operations
Management PerformanceMeasurement Portfolio
Management ReleaseManagement Service Desk
ApplicationDevelopment
Quality ApplicationDevelopmentThroughput Application
Maintenance BusinessContinuity Business
Intelligence &Reporting Business Process
Controls & InternalAudit Cost & Budget
Management Cost
Optimization DataArchitecture Data Quality Disaster
RecoveryPlanning Enterprise
Architecture ExternalCompliance Human
ResourcesManagement
ITOrganizational
Design Manage ServiceCatalog Organizational
ChangeManagement Quality
Management RequirementsGathering Risk
Management SecurityManagement
SecurityStrategy Service
Management VendorManagement
Team Process Involvement Sample IT Company # of Responses 6
15
TEAMALIGNMENTEXERCISEUse the data from this report to get your team tocommit to IT process improvement.
The following pages will provide you with a deeper insight into what the programparticipants believe should be your top IT process priorities. Use the data from thissection of the report to conduct an alignment exercise to reach a consensus around3-5 processes that your team should focus on improving over the next 12 months.Pay particular attention to the areas of disagreement, and bridge the gap betweenyourself as an IT leader, and your team. As a part of this exercise, take the time toreview process accountabilities and delegate or distribute the accountabilities toother team members in order to maximize the likelihood of success and to improvetransparency and clarity.
IT Management and Governance Diagnostic Program
This report was prepared by Info-Tech Research Group for Sample IT Company on 2015-05-20.Data is comprised of 6 responses.
IT Process AccountabilitySample IT Company
Who isaccountable?
Have questions or need expert insight into a specific IT process? Below each process in the above framework you can contact the name of the individual who isaccountable for the process within your organization.
STRATEGY &GOVERNANCE
EDM01IT Governance
Peter Green
APO02IT Strategy
Peter Green
MEA01PerformanceMeasurement
David Martin
EDM02Business Value
Hank Moore
APO06Cost & BudgetManagement
Hank Moore
APO10Vendor Management
Peter Green
FINANCIALMANAGEMENT
APO01IT Management &
Policies
Hank Moore
APO04Innovation
Peter Green
APO08EDM05Stakeholder
Relations
Karen McCoy
BAI08Knowledge
Management
Karen McCoy
EDM04Cost Optimization
Hank Moore
PEOPLE &RESOURCES
APO07Human Resources
Management
Hank Moore
ITRG01IT Organizational
Design
Peter Green
ITRG02Leadership, Culture &
Values
David Martin
ITRG03Manage Service
Catalog
Peter Green
SERVICE PLANNING &ARCHITECTURE
APO03Enterprise
Architecture
Peter Green
APO09Service Management
Peter Green
APO11Quality Management
Peter Green
INFRASTRUCTURE& OPERATIONS
BAI04Availability & Capacity
Management
Peter Green
BAI09Asset Management
Karen McCoy
DSS01Operations
Management
David Martin
BAI06Change Management
Peter Green
BAI10ConfigurationManagement
Peter Green
DSS02Service Desk
Karen McCoy
SECURITY& RISK
DSS05Security Management
Peter Green
APO12EDM03Risk Management
Peter Green
BAI07Release Management
Peter Green
DSS03Incident & Problem
Management
Peter Green
APO13Security Strategy
Peter Green
DSS06MEA02Business Process Controls
& Internal Audit
Peter Green
MEA03External Compliance
David Martin
DSS04Business Continuity
Peter Green
DSS04Disaster Recovery
Planning
Peter Green
APPLICATIONSITRG04
Application PortfolioManagement
Hank Moore
BAI03Enterprise Application
Selection &Implementation
Karen McCoy
BAI03Application Development
Throughput
Hank Moore
BAI07Application Development
Quality
Hank Moore
ITRG05Application
Maintenance
Karen McCoy
BAI05Organizational Change
Management
Hank Moore
PPM & PROJECTS
DATA & BIITRG06
Business Intelligence &Reporting
David Martin
ITRG07Data Architecture
David Martin
ITRG08Data Quality
David Martin
APO05Portfolio
Management
Hank Moore
BAI01Project Management
Karen McCoy
BAI02Requirements
Gathering
Hank Moore
IT Management & Governance FrameworkA comprehensive and connected set of research tohelp you optimize and improve your core IT processes
17
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
IT Strategy IT Governance Innovation Performance Measurement
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Strategy & Governance: Process Prioritization Sample IT Company # of Responses 6
18
This page outlines additional IT processes that were not displayed in the previous prioritization grid. While it’s important to prioritize the processes from the grid first, it is also worthnoting in which grid each of these processes were reported. IT Management &
Policies StakeholderRelations
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Strategy & Governance: Process Prioritization Additional Results Sample IT Company # of Responses 6
19
APO02
IT Strategy
Align strategic IT plans with business objectives. Clearlycommunicate the objectives and associatedaccountabilities so they are understood by all, with the ITstrategic options identified, structured and integratedwith the business plans.
1st Most Important Process (out of 45)
2nd Most Effective Process (out of 45)
Average Importance score 9.8
Average Effectiveness score 7.7
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
Karen McCoy 8.0 10.0 -2.0
David Martin 8.0 10.0 -2.0
Tracy Hall 8.0 10.0 -2.0
Kimberly Wilson 7.0 10.0 -3.0
Peter Green 5.0 9.0 -4.0
EDM01
IT Governance
Provide a consistent approach so that IT-related decisions aremade in line with the business strategies and objectives. Ensurethat IT-related processes are overseen effectively andtransparently, and that legal and regulatory compliancerequirements are met.
14th Most Important Process (out of 45)
10th Most Effective Process (out of 45)
Average Importance score 9.0
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 8.0 8.0 0.0
David Martin 8.0 10.0 -2.0
Karen McCoy 7.0 9.0 -2.0
Kimberly Wilson 7.0 10.0 -3.0
Tracy Hall 7.0 10.0 -3.0
Peter Green 5.0 7.0 -2.0
MEA01
PerformanceMeasurement
Manage IT and process goals and metrics. Monitor andcommunicate that processes are performing againstexpectations, and provide transparency of performanceand conformance.
20th Most Important Process (out of 45)
3rd Most Effective Process (out of 45)
Average Importance score 8.7
Average Effectiveness score 7.7
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 9.0 7.0 2.0
Karen McCoy 7.0 8.0 -1.0
Kimberly Wilson 7.0 10.0 -3.0
Tracy Hall 7.0 8.0 -1.0
Peter Green 6.0 9.0 -3.0
Strategy & Governance: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
20
APO04
Innovation
Stay up to date with IT trends, identify innovationopportunities, and plan how to use technology innovationto create a competitive advantage, enable businessinnovation, or achieve improved operational effectivenessand efficiency.
21st Most Important Process (out of 45)
5th Most Effective Process (out of 45)
Average Importance score 8.7
Average Effectiveness score 7.3
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Tracy Hall 8.0 10.0 -2.0
Hank Moore 8.0 6.0 2.0
Karen McCoy 7.0 8.0 -1.0
Kimberly Wilson 7.0 10.0 -3.0
Peter Green 5.0 9.0 -4.0
APO01
IT Management &Policies
Provide a consistent approach to enable IT to meet thebusiness governance requirements, coveringmanagement processes, organisational structures, rolesand responsibilities, reliable and repeatable activities, andskills and competencies.
23rd Most Important Process (out of 45)
17th Most Effective Process (out of 45)
Average Importance score 8.5
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 8.0 1.0
Tracy Hall 7.0 10.0 -3.0
Karen McCoy 7.0 7.0 0.0
Kimberly Wilson 7.0 10.0 -3.0
Hank Moore 7.0 7.0 0.0
Peter Green 5.0 9.0 -4.0
APO08EDM05
StakeholderRelations
Manage the relationship between the business and IT toensure that the stakeholders are satisfied with theservices they need from IT and have visibility into ITprocesses.
25th Most Important Process (out of 45)
14th Most Effective Process (out of 45)
Average Importance score 8.5
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 9.0 9.0 0.0
Kimberly Wilson 7.0 10.0 -3.0
Tracy Hall 6.0 7.0 -1.0
Karen McCoy 5.0 7.0 -2.0
Peter Green 5.0 8.0 -3.0
Strategy & Governance: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
21
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Cost Optimization Cost & Budget Management Business Value Vendor Management
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Financial Management: Process Prioritization Sample IT Company # of Responses 6
22
EDM04
Cost Optimization
Ensure that adequate and sufficient IT-related capabilitiese.g., people, process and technology, are available tosupport business objectives effectively at optimal cost.
9th Most Important Process (out of 45)
27th Most Effective Process (out of 45)
Average Importance score 9.2
Average Effectiveness score 6.5
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 9.0 0.0
Kimberly Wilson 7.0 10.0 -3.0
Karen McCoy 6.0 8.0 -2.0
Peter Green 5.0 9.0 -4.0
Tracy Hall 3.0 10.0 -7.0
APO06
Cost & BudgetManagement
Manage the IT-related financial activities and prioritizespending through the use of formal budgeting practices.Provide transparency and accountability of the cost andbusiness value of IT solutions and services.
11th Most Important Process (out of 45)
7th Most Effective Process (out of 45)
Average Importance score 9.0
Average Effectiveness score 7.2
Name Effectivenessscores
Importancescores Gap
Tracy Hall 8.0 9.0 -1.0
David Martin 8.0 8.0 0.0
Hank Moore 8.0 8.0 0.0
Karen McCoy 7.0 10.0 -3.0
Kimberly Wilson 7.0 10.0 -3.0
Peter Green 5.0 9.0 -4.0
EDM02
Business Value
Secure optimal value from IT-enabled initiatives, servicesand assets by delivering cost-efficient solutions andservices and by providing a reliable and accurate pictureof costs and benefits.
34th Most Important Process (out of 45)
34th Most Effective Process (out of 45)
Average Importance score 8.0
Average Effectiveness score 6.2
Name Effectivenessscores
Importancescores Gap
David Martin 8.0 8.0 0.0
Karen McCoy 8.0 10.0 -2.0
Hank Moore 6.0 5.0 1.0
Peter Green 5.0 9.0 -4.0
Kimberly Wilson 5.0 7.0 -2.0
Tracy Hall 5.0 9.0 -4.0
Financial Management: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
23
APO10
VendorManagement
Manage IT-related services provided by all suppliers,including the selection of suppliers, management ofrelationships, management of contracts, and reviewingand monitoring of supplier performance.
44th Most Important Process (out of 45)
32nd Most Effective Process (out of 45)
Average Importance score 7.2
Average Effectiveness score 6.3
Name Effectivenessscores
Importancescores Gap
David Martin 8.0 8.0 0.0
Karen McCoy 8.0 8.0 0.0
Tracy Hall 7.0 7.0 0.0
Peter Green 6.0 9.0 -3.0
Kimberly Wilson 5.0 7.0 -2.0
Hank Moore 4.0 4.0 0.0
Financial Management: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
24
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
IT Organizational Design Knowledge Management Leadership, Culture & Values Human ResourcesManagement
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
People & Resources: Process Prioritization Sample IT Company # of Responses 6
25
BAI08
KnowledgeManagement
Maintain the availability of knowledge to support allprocess activities and to facilitate decision making.Provide the knowledge required to support all IT staff intheir work activities.
5th Most Important Process (out of 45)
4th Most Effective Process (out of 45)
Average Importance score 9.2
Average Effectiveness score 7.5
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 9.0 0.0
Karen McCoy 7.0 9.0 -2.0
Kimberly Wilson 7.0 10.0 -3.0
Tracy Hall 7.0 9.0 -2.0
Peter Green 6.0 9.0 -3.0
ITRG01
IT OrganizationalDesign
Set up the structure of IT’s people, processes, andtechnology as well as roles and responsibilities to ensurethat they’re best meeting the needs of the business.
12th Most Important Process (out of 45)
21st Most Effective Process (out of 45)
Average Importance score 9.0
Average Effectiveness score 6.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 9.0 9.0 0.0
Karen McCoy 8.0 9.0 -1.0
Peter Green 5.0 9.0 -4.0
Kimberly Wilson 5.0 8.0 -3.0
Tracy Hall 4.0 9.0 -5.0
ITRG02
Leadership, Culture& Values
Ensure that the IT department reflects the values of yourorganization. Improve the leadership skills of your teamto generate top performance.
30th Most Important Process (out of 45)
13th Most Effective Process (out of 45)
Average Importance score 8.3
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 8.0 8.0 0.0
Karen McCoy 7.0 7.0 0.0
Peter Green 6.0 9.0 -3.0
Kimberly Wilson 6.0 9.0 -3.0
Tracy Hall 5.0 7.0 -2.0
People & Resources: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
26
APO07
Human ResourcesManagement
Manage structuring, placement, decision rights and skillsof human resources. This includes communicating thedefined roles and responsibilities, learning and growthplans, and performance expectations.
36th Most Important Process (out of 45)
38th Most Effective Process (out of 45)
Average Importance score 8.0
Average Effectiveness score 6.0
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Karen McCoy 7.0 7.0 0.0
Hank Moore 6.0 6.0 0.0
Peter Green 5.0 9.0 -4.0
Kimberly Wilson 5.0 8.0 -3.0
Tracy Hall 4.0 9.0 -5.0
People & Resources: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
27
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Quality Management Service Management Enterprise Architecture Manage Service Catalog
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Service Planning & Architecture: Process Prioritization Sample IT Company # of Responses 6
28
APO11
QualityManagement
Define and communicate quality requirements in allprocesses, procedures and business outcomes. Ensurethe consistent delivery of IT solutions and services tomeet the quality requirements of the business and satisfystakeholder needs.
13th Most Important Process (out of 45)
22nd Most Effective Process (out of 45)
Average Importance score 9.0
Average Effectiveness score 6.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 9.0 9.0 0.0
Karen McCoy 6.0 9.0 -3.0
Kimberly Wilson 6.0 9.0 -3.0
Peter Green 5.0 9.0 -4.0
Tracy Hall 5.0 8.0 -3.0
APO09
ServiceManagement
Align IT-enabled services and service levels with businessneeds and expectations, including identification,specification, design, publishing, agreement, andmonitoring of IT services, service levels and performanceindicators.
15th Most Important Process (out of 45)
16th Most Effective Process (out of 45)
Average Importance score 8.8
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 9.0 9.0 0.0
Peter Green 7.0 9.0 -2.0
Tracy Hall 6.0 6.0 0.0
Kimberly Wilson 5.0 10.0 -5.0
Karen McCoy 5.0 9.0 -4.0
APO03
EnterpriseArchitecture
Establish a management practice to create and maintaina coherent set of principles, methods, and models thatare used in the design and implementation of theenterprise’s business processes, information systems,and infrastructure.
31st Most Important Process (out of 45)
15th Most Effective Process (out of 45)
Average Importance score 8.3
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Karen McCoy 8.0 10.0 -2.0
Hank Moore 8.0 8.0 0.0
Peter Green 6.0 9.0 -3.0
Tracy Hall 6.0 4.0 2.0
Kimberly Wilson 5.0 10.0 -5.0
Service Planning & Architecture: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
29
ITRG03
Manage ServiceCatalog
Produce, maintain, and promote a service catalogcontaining accurate information on all operational ITservices, as well as those being prepared to be runoperationally.
43rd Most Important Process (out of 45)
43rd Most Effective Process (out of 45)
Average Importance score 7.3
Average Effectiveness score 5.2
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Hank Moore 7.0 7.0 0.0
Karen McCoy 5.0 7.0 -2.0
Kimberly Wilson 5.0 5.0 0.0
Tracy Hall 3.0 7.0 -4.0
Peter Green 2.0 9.0 -7.0
Service Planning & Architecture: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
30
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Service Desk Availability & CapacityManagement Change Management Operations Management
Incident & ProblemManagement Asset Management Configuration Management
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Infrastructure & Operations: Process Prioritization Sample IT Company # of Responses 6
31
This page outlines additional IT processes that were not displayed in the previous prioritization grid. While it’s important to prioritize the processes from the grid first, it is also worthnoting in which grid each of these processes were reported. Release
Management
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Infrastructure & Operations: Process Prioritization Additional Results Sample IT Company # of Responses 6
32
DSS03
Incident & ProblemManagement
Identify and classify problems and their root causes andprovide timely resolution to prevent recurring incidents.Reduce the number of operational problems.
2nd Most Important Process (out of 45)
1st Most Effective Process (out of 45)
Average Importance score 9.3
Average Effectiveness score 7.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
David Martin 9.0 8.0 1.0
Tracy Hall 9.0 10.0 -1.0
Kimberly Wilson 8.0 10.0 -2.0
Karen McCoy 6.0 9.0 -3.0
Peter Green 5.0 9.0 -4.0
DSS02
Service Desk
Provide timely and effective response to user requestsand resolution of all types of incidents. Restore normalservice; record and fulfil user requests; and record,investigate, diagnose, escalate and resolve incidents.
3rd Most Important Process (out of 45)
36th Most Effective Process (out of 45)
Average Importance score 9.3
Average Effectiveness score 6.2
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 10.0 -1.0
Kimberly Wilson 7.0 10.0 -3.0
Karen McCoy 6.0 10.0 -4.0
Tracy Hall 4.0 8.0 -4.0
Peter Green 2.0 9.0 -7.0
BAI04
Availability & CapacityManagement
Balance current and future needs for availability,performance and capacity of IT systems andinfrastructure through the forecast of future performanceand capacity requirements.
19th Most Important Process (out of 45)
19th Most Effective Process (out of 45)
Average Importance score 8.7
Average Effectiveness score 6.8
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Hank Moore 8.0 8.0 0.0
Tracy Hall 7.0 9.0 -2.0
Karen McCoy 6.0 9.0 -3.0
Peter Green 6.0 9.0 -3.0
Kimberly Wilson 5.0 8.0 -3.0
Infrastructure & Operations: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
33
BAI06
ChangeManagement
Manage all IT system changes in a controlled manner, includingstandard changes and emergency maintenance relating tobusiness processes, applications and infrastructure. Enable fastand reliable delivery of change to the business and mitigate therisk of negatively impacting the stability of the changedenvironment.
24th Most Important Process (out of 45)
40th Most Effective Process (out of 45)
Average Importance score 8.5
Average Effectiveness score 5.7
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 8.0 8.0 0.0
Karen McCoy 5.0 9.0 -4.0
Kimberly Wilson 5.0 8.0 -3.0
Peter Green 4.0 9.0 -5.0
Tracy Hall 3.0 8.0 -5.0
DSS01
OperationsManagement
Manage the activities and operational proceduresrequired to deliver IT services, including standardoperating procedures and monitoring activities.
28th Most Important Process (out of 45)
28th Most Effective Process (out of 45)
Average Importance score 8.3
Average Effectiveness score 6.5
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Tracy Hall 8.0 8.0 0.0
Kimberly Wilson 7.0 9.0 -2.0
Hank Moore 7.0 7.0 0.0
Karen McCoy 6.0 8.0 -2.0
Peter Green 2.0 9.0 -7.0
BAI07
ReleaseManagement
Successfully implement new IT solutions and services in linewith the agreed-on expectations and outcomes. Ensure that theimplementation of new solutions and services has the necessarysupport, from planning to execution to post-implementationsupport and staff training.
33rd Most Important Process (out of 45)
42nd Most Effective Process (out of 45)
Average Importance score 8.2
Average Effectiveness score 5.3
Name Effectivenessscores
Importancescores Gap
David Martin 8.0 9.0 -1.0
Kimberly Wilson 7.0 9.0 -2.0
Karen McCoy 6.0 9.0 -3.0
Hank Moore 5.0 5.0 0.0
Tracy Hall 4.0 8.0 -4.0
Peter Green 2.0 9.0 -7.0
Infrastructure & Operations: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
34
BAI10
ConfigurationManagement
Provide sufficient information about IT service assets toenable the service to be effectively managed. Define andmaintain descriptions and relationships between keyresources and capabilities required to deliver IT-enabledservices.
35th Most Important Process (out of 45)
25th Most Effective Process (out of 45)
Average Importance score 8.0
Average Effectiveness score 6.7
Name Effectivenessscores
Importancescores Gap
Hank Moore 8.0 8.0 0.0
Karen McCoy 8.0 9.0 -1.0
David Martin 8.0 8.0 0.0
Tracy Hall 6.0 6.0 0.0
Kimberly Wilson 5.0 8.0 -3.0
Peter Green 5.0 9.0 -4.0
BAI09
AssetManagement
IT assets through their life cycle to make sure that theydeliver value at optimal cost, remain operational, areaccounted for and physically protected. Ensure that theassets are reliable and available as needed.
37th Most Important Process (out of 45)
33rd Most Effective Process (out of 45)
Average Importance score 8.0
Average Effectiveness score 6.2
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 8.0 1.0
Hank Moore 7.0 7.0 0.0
Karen McCoy 6.0 8.0 -2.0
Peter Green 5.0 9.0 -4.0
Kimberly Wilson 5.0 8.0 -3.0
Tracy Hall 5.0 8.0 -3.0
Infrastructure & Operations: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
35
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Disaster Recovery Planning Risk Management External Compliance Security Strategy
Security Management Business Continuity Business Process Controls &Internal Audit
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Security & Risk: Process Prioritization Sample IT Company # of Responses 6
36
DSS05
SecurityManagement
Protect enterprise information as required by the business.Establish and maintain information security roles and accessprivileges, and perform security monitoring to minimize thebusiness impact of operational information securityvulnerabilities and incidents.
4th Most Important Process (out of 45)
11th Most Effective Process (out of 45)
Average Importance score 9.3
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 10.0 -1.0
Kimberly Wilson 8.0 9.0 -1.0
Tracy Hall 7.0 10.0 -3.0
Karen McCoy 5.0 9.0 -4.0
Peter Green 4.0 9.0 -5.0
DSS04
Disaster RecoveryPlanning
Establish and maintain a plan to enable IT to respond toincidents and disruptions in order to continue operationof required IT services and assets.
6th Most Important Process (out of 45)
23rd Most Effective Process (out of 45)
Average Importance score 9.2
Average Effectiveness score 6.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 8.0 8.0 0.0
Kimberly Wilson 8.0 10.0 -2.0
David Martin 8.0 9.0 -1.0
Tracy Hall 7.0 10.0 -3.0
Karen McCoy 6.0 9.0 -3.0
Peter Green 4.0 9.0 -5.0
DSS04
BusinessContinuity
Establish and maintain a plan to enable the business torespond to incidents and disruptions in order to continueoperation of business and IT processes.
10th Most Important Process (out of 45)
12th Most Effective Process (out of 45)
Average Importance score 9.2
Average Effectiveness score 7.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
Kimberly Wilson 9.0 10.0 -1.0
David Martin 8.0 8.0 0.0
Tracy Hall 7.0 10.0 -3.0
Karen McCoy 5.0 9.0 -4.0
Peter Green 4.0 9.0 -5.0
Security & Risk: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
37
APO12EDM03
Risk Management
Continually identify, assess and reduce IT-related riskwithin levels of tolerance set by the business.
16th Most Important Process (out of 45)
20th Most Effective Process (out of 45)
Average Importance score 8.8
Average Effectiveness score 6.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 8.0 9.0 -1.0
Tracy Hall 8.0 9.0 -1.0
Kimberly Wilson 7.0 8.0 -1.0
Karen McCoy 6.0 9.0 -3.0
Peter Green 3.0 9.0 -6.0
MEA03
ExternalCompliance
Ensure that IT processes and IT-supported businessprocesses are compliant with laws, regulations andcontractual requirements.
26th Most Important Process (out of 45)
35th Most Effective Process (out of 45)
Average Importance score 8.5
Average Effectiveness score 6.2
Name Effectivenessscores
Importancescores Gap
Kimberly Wilson 9.0 10.0 -1.0
David Martin 9.0 10.0 -1.0
Tracy Hall 6.0 9.0 -3.0
Karen McCoy 5.0 9.0 -4.0
Hank Moore 4.0 4.0 0.0
Peter Green 4.0 9.0 -5.0
APO13
Security Strategy
Define, operate and monitor a system for informationsecurity management. Keep the impact and occurrenceof information security incidents within the business’ riskappetite levels.
27th Most Important Process (out of 45)
26th Most Effective Process (out of 45)
Average Importance score 8.5
Average Effectiveness score 6.7
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 9.0 0.0
Karen McCoy 6.0 9.0 -3.0
Kimberly Wilson 6.0 6.0 0.0
Tracy Hall 6.0 9.0 -3.0
Peter Green 4.0 9.0 -5.0
Security & Risk: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
38
DSS06MEA02
Business Process Controls& Internal Audit
Manage business process controls such as self-assessments and independent assurance reviews toensure that information related to and used by businessprocesses meets security and integrity requirements.
41st Most Important Process (out of 45)
41st Most Effective Process (out of 45)
Average Importance score 7.8
Average Effectiveness score 5.7
Name Effectivenessscores
Importancescores Gap
David Martin 8.0 10.0 -2.0
Kimberly Wilson 7.0 7.0 0.0
Karen McCoy 6.0 9.0 -3.0
Tracy Hall 6.0 8.0 -2.0
Hank Moore 4.0 4.0 0.0
Peter Green 3.0 9.0 -6.0
Security & Risk: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
39
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Enterprise Application Selection& Implementation Application Portfolio
Management Application Maintenance Application DevelopmentThroughput Application Development
Quality
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Applications: Process Prioritization Sample IT Company # of Responses 6
40
BAI03
Enterprise ApplicationSelection &Implementation
Manage the selection and implementation of enterpriseapplications, off-the-shelf software and Software as aService, to ensure that IT provides the business with themost appropriate applications at an acceptable cost.
29th Most Important Process (out of 45)
24th Most Effective Process (out of 45)
Average Importance score 8.3
Average Effectiveness score 6.7
Name Effectivenessscores
Importancescores Gap
Kimberly Wilson 9.0 9.0 0.0
David Martin 8.0 9.0 -1.0
Tracy Hall 7.0 9.0 -2.0
Karen McCoy 6.0 9.0 -3.0
Hank Moore 5.0 5.0 0.0
Peter Green 5.0 9.0 -4.0
ITRG05
ApplicationMaintenance
Manage the constant improvement and changes to theorganization’s applications after they have been originallydelivered and implemented.
38th Most Important Process (out of 45)
30th Most Effective Process (out of 45)
Average Importance score 7.8
Average Effectiveness score 6.3
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Kimberly Wilson 8.0 8.0 0.0
Hank Moore 7.0 7.0 0.0
Peter Green 5.0 9.0 -4.0
Karen McCoy 5.0 9.0 -4.0
Tracy Hall 4.0 5.0 -1.0
ITRG04
Application PortfolioManagement
Manage the organization’s suite of applications bydetermining each application’s ability to provide value tothe business relative to its cost. Identify whichapplications to retire, grow or replace, repurpose orsustain.
40th Most Important Process (out of 45)
44th Most Effective Process (out of 45)
Average Importance score 7.8
Average Effectiveness score 5.0
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 9.0 0.0
Kimberly Wilson 8.0 8.0 0.0
Karen McCoy 4.0 8.0 -4.0
Peter Green 4.0 9.0 -5.0
Hank Moore 3.0 3.0 0.0
Tracy Hall 2.0 10.0 -8.0
Applications: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
41
BAI03
ApplicationDevelopmentThroughput
Establish a timely and cost-effective system for thedevelopment of applications capable of supporting thebusiness’ strategic and operational goals.
42nd Most Important Process (out of 45)
37th Most Effective Process (out of 45)
Average Importance score 7.7
Average Effectiveness score 6.0
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
Kimberly Wilson 7.0 9.0 -2.0
David Martin 7.0 6.0 1.0
Peter Green 5.0 9.0 -4.0
Karen McCoy 4.0 8.0 -4.0
Tracy Hall 4.0 5.0 -1.0
BAI07
ApplicationDevelopment Quality
Implement standard procedures in the applicationdevelopment process, including testing strategies,testing preparation and testing execution, to ensure thatthe quality of the applications meet businessrequirements.
45th Most Important Process (out of 45)
45th Most Effective Process (out of 45)
Average Importance score 5.3
Average Effectiveness score 4.3
Name Effectivenessscores
Importancescores Gap
David Martin 8.0 8.0 0.0
Kimberly Wilson 6.0 6.0 0.0
Karen McCoy 5.0 9.0 -4.0
Tracy Hall 4.0 5.0 -1.0
Hank Moore 3.0 3.0 0.0
Peter Green 0.0 1.0 -1.0
Applications: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
42
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Data Quality Business Intelligence &Reporting
Data Architecture Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
Data & BI: Process Prioritization Sample IT Company # of Responses 6
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ITRG08
Data Quality
Put policies, processes and capabilities in place to ensurethat appropriate targets for data quality are set andachieved to match the needs of the business.
8th Most Important Process (out of 45)
18th Most Effective Process (out of 45)
Average Importance score 9.2
Average Effectiveness score 6.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
Kimberly Wilson 10.0 10.0 0.0
David Martin 9.0 10.0 -1.0
Peter Green 5.0 9.0 -4.0
Karen McCoy 4.0 8.0 -4.0
Tracy Hall 3.0 8.0 -5.0
ITRG06
Business Intelligence& Reporting
Develop a set of capabilities, including people, processesand technology, to enable the transformation of raw datainto meaningful and useful information for the purpose ofbusiness analysis.
17th Most Important Process (out of 45)
29th Most Effective Process (out of 45)
Average Importance score 8.8
Average Effectiveness score 6.3
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 10.0 -1.0
Tracy Hall 6.0 8.0 -2.0
Peter Green 5.0 9.0 -4.0
Kimberly Wilson 5.0 9.0 -4.0
Karen McCoy 4.0 8.0 -4.0
ITRG07
Data Architecture
Manage the business’ databases, including thetechnology, the governance processes and the peoplethat manage them. Establish the principles, policies, andguidelines relevant to the effective use of data within theorganization.
18th Most Important Process (out of 45)
8th Most Effective Process (out of 45)
Average Importance score 8.8
Average Effectiveness score 7.2
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
David Martin 9.0 9.0 0.0
Kimberly Wilson 7.0 8.0 -1.0
Tracy Hall 7.0 9.0 -2.0
Karen McCoy 6.0 9.0 -3.0
Peter Green 5.0 9.0 -4.0
Data & BI: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
44
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process
Evaluate Process Maintain Process
Organizational ChangeManagement Project Management Portfolio Management Requirements Gathering
Strategy &Governance
FinancialManagement
People &Resources
Service Planning &Architecture
Infrastructure &Operations
Security & Risk Applications
Data & BI PPM & Projects
Additional processesreported in this quadrant
PPM & Projects: Process Prioritization Sample IT Company # of Responses 6
45
BAI01
ProjectManagement
Manage all IT programs and projects from the portfolio inalignment with the business strategy. Initiate, plan, control, andexecute programs and projects to ensure that the businessrealizes project benefits while experiencing few delays and costoverruns.
7th Most Important Process (out of 45)
6th Most Effective Process (out of 45)
Average Importance score 9.2
Average Effectiveness score 7.3
Name Effectivenessscores
Importancescores Gap
Hank Moore 10.0 10.0 0.0
Kimberly Wilson 8.0 9.0 -1.0
David Martin 8.0 8.0 0.0
Tracy Hall 8.0 10.0 -2.0
Karen McCoy 5.0 9.0 -4.0
Peter Green 5.0 9.0 -4.0
APO05
PortfolioManagement
Manage the project portfolio of IT programs and services,demand within resource and funding constraints, while ensuringthat the portfolio meets the business’ priorities. Monitor theperformance of the overall portfolio of services and programs toensure that the IT investments meet the business’ expectations.
22nd Most Important Process (out of 45)
9th Most Effective Process (out of 45)
Average Importance score 8.7
Average Effectiveness score 7.2
Name Effectivenessscores
Importancescores Gap
Hank Moore 9.0 9.0 0.0
Kimberly Wilson 8.0 8.0 0.0
David Martin 8.0 8.0 0.0
Tracy Hall 8.0 9.0 -1.0
Karen McCoy 6.0 9.0 -3.0
Peter Green 4.0 9.0 -5.0
BAI05
OrganizationalChange Management
Implement or optimize the organization’s capabilities formanaging the impact of new business processes, new ITsystems, and changes in organizational structure orculture.
32nd Most Important Process (out of 45)
39th Most Effective Process (out of 45)
Average Importance score 8.3
Average Effectiveness score 5.8
Name Effectivenessscores
Importancescores Gap
Hank Moore 7.0 7.0 0.0
David Martin 7.0 9.0 -2.0
Kimberly Wilson 6.0 8.0 -2.0
Peter Green 5.0 9.0 -4.0
Karen McCoy 5.0 9.0 -4.0
Tracy Hall 5.0 8.0 -3.0
PPM & Projects: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
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BAI02
RequirementsGathering
Manage the collection of business requirements as theypertain to acquiring or creating IT solutions.
39th Most Important Process (out of 45)
31st Most Effective Process (out of 45)
Average Importance score 7.8
Average Effectiveness score 6.3
Name Effectivenessscores
Importancescores Gap
David Martin 9.0 8.0 1.0
Hank Moore 8.0 8.0 0.0
Tracy Hall 6.0 8.0 -2.0
Karen McCoy 5.0 9.0 -4.0
Kimberly Wilson 5.0 5.0 0.0
Peter Green 5.0 9.0 -4.0
PPM & Projects: Detailed Responses Sample IT Company # of Responses 6
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important.** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
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Using the data provided in the report, your team will now benefit from an open ended discussion regarding the discrepancies in thescores across all of the respondents. This exercise is beneficial because it will allow your team to reach a consensus on the perceivedand real importance and effectiveness scores of the processes with the widest gaps.
1. Why are there gaps in respondents’ importance scores?
• Were they due to departmental differences or miscommunication from the business?
2. Why are there gaps in respondents’ effectiveness scores?
• Were they due to perception or actual performance?• Do the processes perform better in some departments versus others?
3. Which 3 - 5 processes will your team focus on improving in the next 12 months?
• Build a process improvement roadmap around these selected processes to provide your team with an action plan for thenext year.
4. Who will be accountable for the improvement of each of processes?
• Will it be an individual or a team?
5. What are your next steps following the alignment exercise?
• Create a list of actionable next steps for each process improvement initiative and assign an owner.
6. What products orservices can Info-TechResearch Group provide tomaximize the impact ofyour improvementinitiatives?
• Process workshops• Blueprints• Consulting• Diagnostic Programs
AFTER THIS ALIGNMENT EXERCISE, YOUR TEAM SHOULD HAVE IDENTIFIED THE FOLLOWING:
Alignment Exercise - Introduction Sample IT Company # of Responses 6
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As the team leader, the following guide will help you get the most from your team’s discussion. Ensure that the exercise will beconducted in a non-confrontational manner and that everyone’s voice is heard. It is extremely important to highlight the biggestdiscrepancies in opinion first, so as to get the most out of the program.Set an agenda and boundaries
Once the team has gathered, tell the team that the purpose of the exercise is to reach a collective understanding of
the effectiveness and importance of the IT processes so as to be able to prioritize process improvement initiatives.
For the purpose of this discussion, prioritize the top 10 processes which have the widest spread between scores, but
also consider the processes with the most extreme importance and effectiveness scores across the board.Break down the processes.Use the Process Importance and Process Effectiveness pages sheet to identify the processes with the widest spread
between scores. Use the Process Area In-depth Results sheets to dive deeper into the results for each process.
Facilitate a discussion among the respondents who gave the processes the highest and lowest scores for importance
and effectiveness. Why did they score the process the way they did? During this conversation, make sure to highlight
at least 3 sub-processes for each process, which will make it easier to understand any underlying issues or perceived
issues.Build consensus.Once your team has uncovered the reasons for the variations in scores, it’s important to reach a team decision
regarding the highest priority processes. As a team, decide where each process falls in terms of effectiveness and
importance relative to one another and establish a list of 3-5 processes that are very important but not effective. This
will be the first step in establishing a process improvement roadmap.Identify current process owners.Use the Process Accountability page from the report to get a snapshot of the current process owners. If a process
does not have an owner, or if there is a lack of clarity around process ownership, discuss and decide who should be
the process owner (or process area owner). Additionally, pay attention to multiple processes which have the same
process owner. This is a great opportunity to create a more even workload by introducing additional process owners
or transitioning the responsibility of processes to other team members. Ensure that all relevant processes have
owners going forward.
Take action.Your team should now create a plan using the Post-Alignment Worksheet to outline what initiatives will be taken, what
resources the action item owner will need, metrics for success as well as expected outcomes. For each action item,
assign a timeline and a priority immediately. Distribute a Post-Alignment Worksheet to all process owners. This will
help them keep track of their initiatives.Follow up.Following the alignment exercise, send a follow-up email summarizing the action items and their owners in order to
improve the likelihood that the items will be followed. After 2-4 weeks, follow up with action item owners to see how
well their action items are going. Work with owners to overcome any blocks or challenges they are facing and adjust
deadlines if necessary.Ongoing collaboration.Establish a set schedule for the team to meet and discuss the progress of their initiatives and to uphold
accountability.Revisit the exercise.After one year, conduct another team alignment exercise to see how the results compare. Ideally, the same
participants will take part in the annual alignment exercise. This will allow the entire team to see how the
improvement initiatives helped improve the effectiveness scores.
Alignment Exercise - Client Facilitation Guide Sample IT Company # of Responses 6
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This page outlines the respondent information for the survey. Refer to this page next time you conduct the alignment exercise to bring in the samerespondents, or respondents of similar backgrounds or functions within the organization. It is very important to have a consistent selection of teammembers completing this exercise so as to highlight the impact of the improvement initiatives. Ideally, the gaps for each process would minimize overtime, but having respondents with radically different roles in the organization might skew the results.
Name of Respondent Title
Peter Green Infrastructure Manager
Tracy Hall Network Manager
David Martin Data Service Manager
Karen McCoy IT Services Manager
Hank Moore Business Relationship Manager
Kimberly Wilson ITS
2015 Alignment Exercise Participants
Respondent Information Sample IT Company # of Responses 6
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Fill in process name
Sub-process 1
Sub-process 2
Sub-process 3
Sub-process 4
Fill in process owner's Name
Considerations and Diagnostic Questions Considerations and Diagnostic Questions
Steps Goals Metrics for success Timeline
Steps Goals Metrics for success Timeline
Steps Goals Metrics for success Timeline
Post-Alignment Worksheet Sample IT Company # of Responses 6
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Strategy & GovernanceIT Governance: Provide a consistent approach so thatIT-related decisions are made in line with the businessstrategies and objectives. Ensure that IT-related processesare overseen effectively and transparently, and that legal andregulatory compliance requirements are met.
IT Strategy: Align strategic IT plans with businessobjectives. Clearly communicate the objectives andassociated accountabilities so they are understood by all,with the IT strategic options identified, structured andintegrated with the business plans.
IT Management & Policies: Provide a consistentapproach to enable IT to meet the business governancerequirements, covering management processes,organisational structures, roles and responsibilities, reliableand repeatable activities, and skills and competencies.
Performance Measurement: Manage IT and processgoals and metrics. Monitor and communicate thatprocesses are performing against expectations, and providetransparency of performance and conformance.
Innovation: Stay up to date with IT trends, identifyinnovation opportunities, and plan how to use technologyinnovation to create a competitive advantage, enablebusiness innovation, or achieve improved operationaleffectiveness and efficiency.
Stakeholder Relations: Manage the relationshipbetween the business and IT to ensure that the stakeholdersare satisfied with the services they need from IT and havevisibility into IT processes. Financial Management
Business Value: Secure optimal value from IT-enabledinitiatives, services and assets by delivering cost-efficientsolutions and services and by providing a reliable andaccurate picture of costs and benefits.
Cost & Budget Management: Manage the IT-relatedfinancial activities and prioritize spending through the use offormal budgeting practices. Provide transparency andaccountability of the cost and business value of IT solutionsand services.
Cost Optimization: Ensure that adequate and sufficientIT-related capabilities e.g., people, process and technology,are available to support business objectives effectively atoptimal cost.
Vendor Management: Manage IT-related servicesprovided by all suppliers, including the selection of suppliers,management of relationships, management of contracts,and reviewing and monitoring of supplier performance. People & Resources
Human Resources Management: Managestructuring, placement, decision rights and skills of humanresources. This includes communicating the defined rolesand responsibilities, learning and growth plans, andperformance expectations.
IT Organizational Design: Set up the structure of IT’speople, processes, and technology as well as roles andresponsibilities to ensure that they’re best meeting theneeds of the business.
Leadership, Culture & Values: Ensure that the ITdepartment reflects the values of your organization. Improvethe leadership skills of your team to generate topperformance.
Knowledge Management: Maintain the availability ofknowledge to support all process activities and to facilitatedecision making. Provide the knowledge required to supportall IT staff in their work activities.
Service Planning & ArchitectureEnterprise Architecture: Establish a managementpractice to create and maintain a coherent set of principles,methods, and models that are used in the design andimplementation of the enterprise’s business processes,information systems, and infrastructure.
Service Management: Align IT-enabled services andservice levels with business needs and expectations,including identification, specification, design, publishing,agreement, and monitoring of IT services, service levels andperformance indicators.
Quality Management: Define and communicate qualityrequirements in all processes, procedures and businessoutcomes. Ensure the consistent delivery of IT solutions andservices to meet the quality requirements of the businessand satisfy stakeholder needs.
Manage Service Catalog: Produce, maintain, andpromote a service catalog containing accurate informationon all operational IT services, as well as those beingprepared to be run operationally. Infrastructure & Operations
Availability & Capacity Management: Balancecurrent and future needs for availability, performance andcapacity of IT systems and infrastructure through theforecast of future performance and capacity requirements.
Change Management: Manage all IT system changesin a controlled manner, including standard changes andemergency maintenance relating to business processes,applications and infrastructure. Enable fast and reliabledelivery of change to the business and mitigate the risk ofnegatively impacting the stability of the changedenvironment.
Asset Management: IT assets through their life cycleto make sure that they deliver value at optimal cost, remainoperational, are accounted for and physically protected.Ensure that the assets are reliable and available as needed.
Configuration Management: Provide sufficientinformation about IT service assets to enable the service tobe effectively managed. Define and maintain descriptionsand relationships between key resources and capabilitiesrequired to deliver IT-enabled services.
Release Management: Successfully implement newIT solutions and services in line with the agreed-onexpectations and outcomes. Ensure that the implementationof new solutions and services has the necessary support,from planning to execution to post-implementation supportand staff training.
Operations Management: Manage the activities andoperational procedures required to deliver IT services,including standard operating procedures and monitoringactivities.
Service Desk: Provide timely and effective response touser requests and resolution of all types of incidents.Restore normal service; record and fulfil user requests; andrecord, investigate, diagnose, escalate and resolve incidents.
Incident & Problem Management: Identify andclassify problems and their root causes and provide timelyresolution to prevent recurring incidents. Reduce the numberof operational problems.
Process Descriptions Sample IT Company # of Responses 6
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Security & RiskSecurity Strategy: Define, operate and monitor asystem for information security management. Keep theimpact and occurrence of information security incidentswithin the business’ risk appetite levels.
Security Management: Protect enterprise informationas required by the business. Establish and maintaininformation security roles and access privileges, andperform security monitoring to minimize the businessimpact of operational information security vulnerabilities andincidents.
Business Process Controls & Internal Audit:Manage business process controls such as self-assessments and independent assurance reviews to ensurethat information related to and used by business processesmeets security and integrity requirements.
External Compliance: Ensure that IT processes and IT-supported business processes are compliant with laws,regulations and contractual requirements.
Risk Management: Continually identify, assess andreduce IT-related risk within levels of tolerance set by thebusiness.
Business Continuity: Establish and maintain a plan toenable the business to respond to incidents and disruptionsin order to continue operation of business and IT processes.
Disaster Recovery Planning: Establish and maintaina plan to enable IT to respond to incidents and disruptions inorder to continue operation of required IT services andassets. Applications
Application Portfolio Management: Manage theorganization’s suite of applications by determining eachapplication’s ability to provide value to the business relativeto its cost. Identify which applications to retire, grow orreplace, repurpose or sustain.
Enterprise Application Selection &Implementation: Manage the selection andimplementation of enterprise applications, off-the-shelfsoftware and Software as a Service, to ensure that ITprovides the business with the most appropriateapplications at an acceptable cost.
Application Development Throughput: Establisha timely and cost-effective system for the development ofapplications capable of supporting the business’ strategicand operational goals.
Application Development Quality: Implementstandard procedures in the application developmentprocess, including testing strategies, testing preparation andtesting execution, to ensure that the quality of theapplications meet business requirements.
Application Maintenance: Manage the constantimprovement and changes to the organization’s applicationsafter they have been originally delivered and implemented.
Data & BIBusiness Intelligence & Reporting: Develop a setof capabilities, including people, processes and technology,to enable the transformation of raw data into meaningfuland useful information for the purpose of business analysis.
Data Architecture: Manage the business’ databases,including the technology, the governance processes and thepeople that manage them. Establish the principles, policies,and guidelines relevant to the effective use of data within theorganization.
Data Quality: Put policies, processes and capabilities inplace to ensure that appropriate targets for data quality areset and achieved to match the needs of the business. PPM & Projects
Portfolio Management: Manage the project portfolioof IT programs and services, demand within resource andfunding constraints, while ensuring that the portfolio meetsthe business’ priorities. Monitor the performance of theoverall portfolio of services and programs to ensure that theIT investments meet the business’ expectations.
Project Management: Manage all IT programs andprojects from the portfolio in alignment with the businessstrategy. Initiate, plan, control, and execute programs andprojects to ensure that the business realizes project benefitswhile experiencing few delays and cost overruns.
Requirements Gathering: Manage the collection ofbusiness requirements as they pertain to acquiring orcreating IT solutions.
Organizational Change Management: Implementor optimize the organization’s capabilities for managing theimpact of new business processes, new IT systems, andchanges in organizational structure or culture.
Process Descriptions Sample IT Company # of Responses 6
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