87 © 2007 IT Governance Institute. All rights reserved. www.itgi.org
MANAGEMENT
GUIDELINES
Goals and Metrics
PO10 Project management guidelines and detailed project plans
AI1 Business requirement feasibility study AI2 Application and package software
knowledge
AI3 Infrastructure knowledge AI7 Known and accepted errors DS7 Required documentation updates
User, operational, support, technical and
administration manuals AI7 DS4 DS8 DS9 DS11 DS13
Knowledge transfer requirements for a
solution’s implementation DS7
Training materials DS7
• Level of training attendance of users and operators for each application
• Time lag between changes and updates of training, procedures and documentation materials
• Availability, completeness and accuracy of user and operational documentation • Number of applications with adequate user
and operational support training • Number of applications where IT
procedures are seamlessly integrated into business processes
• Percent of business owners satisfied with application training and support materials
• Number of incidents caused by deficient user and operational documentation and training
• Number of training calls handled by the service desk
• Satisfaction scores for training and documentation related to user and operational procedures
• Reduced cost to produce/maintain user documentation, operational procedures and training materials
Activities
• Developing and making available knowledge transfer documentation • Communicating and training users,
business management, support staff and operational staff
• Producing training materials
IT
• Ensure proper use and performance of the applications and technology solutions. • Ensure satisfaction of end users with
service offerings and service levels. • Ensure seamless integration of
applications into business processes. • Reduce solution and service delivery
defects and rework.
Process
• Provide effective user and operational manuals and training materials for applications and technical solutions. • Transfer knowledge necessary for
successful system operation. Activities
RACI Chart Functions
Business Executive
CFO CIO Business Process OwnerHead Oper ations
Chief Ar chitect
CEO Head DevelopmentHead IT Administr ation
PM O
Compliance, Audit,
Risk and Security Deplo
yment T eam
Training Depar tment
Develop a strategy to operationalise the solution. A A R R I R C
Develop a knowledge transfer methodology. C A C R
Develop end-user procedure manuals. A/R R C C
Develop technical support documentation for operations and
support staff. A/R C C
Develop and deliver training. A A R R
Evaluate training results and enhance documentation as required. A A R R A RACI chart identifies who is Responsible, Accountable, Consulted and/or Informed.
AI4 Enable Operation and Use
Acquire and Implement
Enable Operation and Use
AI4
From Inputs
Outputs
To
From Inputs
Outputs
To
measure measure measure
drive drive
set set
Goals
AI4 Enable Operation and Use
Management of the process of Enable operation and use that satisfies the business requirement for IT of ensuring satisfaction of end users with service offerings and service levels and seamlessly integrating applications and technology solutions into business processes is:
0 Non-existent when
There is no process in place with regard to the production of user documentation, operations manuals and training material. The only materials that exist are those supplied with purchased products.
1 Initial/Ad Hocwhen
There is awareness that process documentation is needed. Documentation is occasionally produced and is inconsistently distributed to limited groups. Much of the documentation and many of the procedures are out of date. Training materials tend to be one-off schemes with variable quality. There is virtually no integration of procedures across different systems and business units. There is no input from business units in the design of training programmes.
2 Repeatable but Intuitive when
Similar approaches are used to produce procedures and documentation, but they are not based on a structured approach or
framework. There is no uniform approach to the development of user and operating procedures. Training materials are produced by individuals or project teams, and quality depends on the individuals involved. Procedures and quality of user support vary from poor to very good, with very little consistency and integration across the organisation. Training programmes for the business and users are provided or facilitated, but there is no overall plan for training rollout or delivery.
3 Defined when
There is a clearly defined, accepted and understood framework for user documentation, operations manuals and training materials. Procedures are stored and maintained in a formal library and can be accessed by anyone who needs to know them. Corrections to documentation and procedures are made on a reactive basis. Procedures are available offline and can be accessed and maintained in case of disaster. A process exists that specifies procedure updates and training materials to be an explicit deliverable of a change project. Despite the existence of defined approaches, the actual content varies because there is no control to enforce compliance with standards. Users are informally involved in the process. Automated tools are increasingly used in the generation and distribution of procedures. Business and user training is planned and scheduled.
4 Managed and Measurable when
There is a defined framework for maintaining procedures and training materials that has IT management support. The approach taken for maintaining procedures and training manuals covers all systems and business units, so that processes can be viewed from a business perspective. Procedures and training materials are integrated to include interdependencies and interfaces. Controls exist to ensure adherence to standards, and procedures are developed and maintained for all processes. Business and user feedback on documentation and training is collected and assessed as part of a continuous improvement process. Documentation and training materials are usually at a predictable and good level of reliability and availability. An emerging process for using automated procedure documentation and management is implemented. Automated procedure development is increasingly integrated with application system development facilitating consistency and user access. Business and user training is responsive to the needs of the business. IT management is developing metrics for the development and delivery of documentation, training materials and
training programmes. 5 Optimised when
The process for user and operational documentation is constantly improved through the adoption of new tools or methods. The procedure materials and training materials are treated as a constantly evolving knowledge base that is maintained electronically using up-to-date knowledge management, workflow and distribution technologies, making it accessible and easy to maintain. Documentation and training material is updated to reflect organisational, operational and software changes. The development of documentation and training materials and the delivery of training programmes are fully integrated with the business and business process definitions, thus supporting organisationwide requirements, rather than only IT-oriented procedures.
MATURITY
MODEL
Acquire and Implement
Enable Operation and Use
89 © 2007 IT Governance Institute. All rights reserved. www.itgi.org
PROCESS
DESCRIPTION
Control over the IT process of Procure IT resources
that satisfies the business requirement for IT of
improving IT’s cost-efficiency and its contribution to business profitability by focusing on
acquiring and maintaining IT skills that respond to the delivery strategy, an integrated and standardised IT infrastructure, and reducing IT procurement risk
is achieved by
• Obtaining professional legal and contractual advice • Defining procurement procedures and standards
• Procuring requested hardware, software and services in line with defined procedures
and is measured by
• Number of disputes related to procurement contracts • Amount of reduction of the purchasing cost
• Percent of key stakeholders satisfied with suppliers