it management & governance diagnostic program · 1. survey it leaders to assess it department...

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


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


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


FinancialManagement

People &Resources





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


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


Process Accountability Sample IT Company # of Responses 6

8

Kimberly Wilson Innovation IT Governance IT Management& Policies IT Strategy Performance

Measurement StakeholderRelations Enterprise


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


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


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed




Karen McCoy

ApplicationMaintenance Project

Management ReleaseManagement Asset

Management ConfigurationManagement Enterprise


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


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed




David Martin

ApplicationMaintenance Asset

Management BusinessContinuity Business


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


Implementation EnterpriseArchitecture IT Governance IT Management

& Policies IT Strategy Innovation Knowledge

Management OrganizationalChange

Management PortfolioManagement Project

Management RequirementsGathering

Cost & BudgetManagement Human

ResourcesManagement Vendor


12


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed




Hank Moore

ApplicationDevelopment

Quality ApplicationDevelopmentThroughput Application

Maintenance ApplicationPortfolio

Management AssetManagement Configuration

Management DataArchitecture

Data Quality DisasterRecoveryPlanning Enterprise


Implementation EnterpriseArchitecture Incident &

ProblemManagement Operations

Management ReleaseManagement

SecurityManagement Security

Strategy Service Desk Availability &Capacity

Management BusinessContinuity Business



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


13


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed




Kimberly Wilson

Business Value PerformanceMeasurement Enterprise


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



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


Architecture PortfolioManagement Security

Strategy Vendor

Management Business ProcessControls & Internal

Audit HumanResources


14


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed




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



Maintenance BusinessContinuity Business


Controls & InternalAudit Cost & Budget

Management Cost

Optimization DataArchitecture Data Quality Disaster


Architecture ExternalCompliance Human

ResourcesManagement

ITOrganizational

Design Manage ServiceCatalog Organizational

ChangeManagement Quality

Management RequirementsGathering Risk

Management SecurityManagement

SecurityStrategy Service

Management VendorManagement


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.



IT Strategy IT Governance Innovation Performance Measurement


FinancialManagement

People &Resources






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


FinancialManagement

People &Resources






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)





Hank Moore 8.0 8.0 0.0




Tracy Hall 7.0 10.0 -3.0


MEA01

PerformanceMeasurement

Manage IT and process goals and metrics. Monitor andcommunicate that processes are performing againstexpectations, and provide transparency of performanceand conformance.


3rd Most Effective Process (out of 45)





Hank Moore 10.0 10.0 0.0

David Martin 9.0 7.0 2.0



Tracy Hall 7.0 8.0 -1.0


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.








Tracy Hall 8.0 10.0 -2.0





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)







Tracy Hall 7.0 10.0 -3.0

Karen McCoy 7.0 7.0 0.0




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.







Hank Moore 10.0 10.0 0.0



Tracy Hall 6.0 7.0 -1.0



Strategy & Governance: Detailed Responses Sample IT Company # of Responses 6


21




Cost Optimization Cost & Budget Management Business Value Vendor Management


FinancialManagement

People &Resources






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.












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.







Tracy Hall 8.0 9.0 -1.0






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.












Tracy Hall 5.0 9.0 -4.0

Financial Management: Detailed Responses Sample IT Company # of Responses 6


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.









Tracy Hall 7.0 7.0 0.0




Financial Management: Detailed Responses Sample IT Company # of Responses 6


24




IT Organizational Design Knowledge Management Leadership, Culture & Values Human ResourcesManagement


FinancialManagement

People &Resources






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.











Tracy Hall 7.0 9.0 -2.0


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.


21st Most Effective Process (out of 45)





Hank Moore 10.0 10.0 0.0





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.







Hank Moore 10.0 10.0 0.0





Tracy Hall 5.0 7.0 -2.0

People & Resources: Detailed Responses Sample IT Company # of Responses 6


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.












Tracy Hall 4.0 9.0 -5.0

People & Resources: Detailed Responses Sample IT Company # of Responses 6


27




Quality Management Service Management Enterprise Architecture Manage Service Catalog


FinancialManagement

People &Resources






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.







Hank Moore 10.0 10.0 0.0





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.







Hank Moore 10.0 10.0 0.0






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.













Service Planning & Architecture: Detailed Responses Sample IT Company # of Responses 6


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.










Kimberly Wilson 5.0 5.0 0.0

Tracy Hall 3.0 7.0 -4.0


Service Planning & Architecture: Detailed Responses Sample IT Company # of Responses 6


30




Service Desk Availability & CapacityManagement Change Management Operations Management

Incident & ProblemManagement Asset Management Configuration Management


FinancialManagement

People &Resources






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


FinancialManagement

People &Resources






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)






Hank Moore 10.0 10.0 0.0


Tracy Hall 9.0 10.0 -1.0




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.











Tracy Hall 4.0 8.0 -4.0


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.









Tracy Hall 7.0 9.0 -2.0




Infrastructure & Operations: Detailed Responses Sample IT Company # of Responses 6


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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.












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.













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.











Tracy Hall 4.0 8.0 -4.0




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.













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.












Tracy Hall 5.0 8.0 -3.0



35




Disaster Recovery Planning Risk Management External Compliance Security Strategy

Security Management Business Continuity Business Process Controls &Internal Audit


FinancialManagement

People &Resources






Security & Risk: Process Prioritization Sample IT Company # of Responses 6

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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.










Tracy Hall 7.0 10.0 -3.0



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.










Tracy Hall 7.0 10.0 -3.0



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.










Tracy Hall 7.0 10.0 -3.0



Security & Risk: Detailed Responses Sample IT Company # of Responses 6


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APO12EDM03

Risk Management

Continually identify, assess and reduce IT-related riskwithin levels of tolerance set by the business.









Tracy Hall 8.0 9.0 -1.0




MEA03

ExternalCompliance

Ensure that IT processes and IT-supported businessprocesses are compliant with laws, regulations andcontractual requirements.









Tracy Hall 6.0 9.0 -3.0




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.











Tracy Hall 6.0 9.0 -3.0




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.










Tracy Hall 6.0 8.0 -2.0





39




Enterprise Application Selection& Implementation Application Portfolio

Management Application Maintenance Application DevelopmentThroughput Application Development

Quality


FinancialManagement

People &Resources






Applications: Process Prioritization Sample IT Company # of Responses 6

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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.









Tracy Hall 7.0 9.0 -2.0




ITRG05

ApplicationMaintenance

Manage the constant improvement and changes to theorganization’s applications after they have been originallydelivered and implemented.












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.












Tracy Hall 2.0 10.0 -8.0

Applications: Detailed Responses Sample IT Company # of Responses 6


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BAI03

ApplicationDevelopmentThroughput

Establish a timely and cost-effective system for thedevelopment of applications capable of supporting thebusiness’ strategic and operational goals.












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.










Tracy Hall 4.0 5.0 -1.0



Applications: Detailed Responses Sample IT Company # of Responses 6


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Data Quality Business Intelligence &Reporting

Data Architecture Strategy &Governance

FinancialManagement

People &Resources






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.







Hank Moore 10.0 10.0 0.0





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.









Tracy Hall 6.0 8.0 -2.0




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.










Tracy Hall 7.0 9.0 -2.0



Data & BI: Detailed Responses Sample IT Company # of Responses 6


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Organizational ChangeManagement Project Management Portfolio Management Requirements Gathering


FinancialManagement

People &Resources






PPM & Projects: Process Prioritization Sample IT Company # of Responses 6

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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.







Hank Moore 10.0 10.0 0.0



Tracy Hall 8.0 10.0 -2.0



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.










Tracy Hall 8.0 9.0 -1.0



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.












Tracy Hall 5.0 8.0 -3.0

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BAI02

RequirementsGathering

Manage the collection of business requirements as theypertain to acquiring or creating IT solutions.









Tracy Hall 6.0 8.0 -2.0




PPM & Projects: Detailed Responses Sample IT Company # of Responses 6


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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



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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