MANAGEMENT
GUIDELINES
Goals and Metrics
PO1 Strategic and tactical IT plans PO2 Optimised business systems plan,
information architecture AI3 Updates for technology standards DS3 Performance and capacity information
Technology opportunities AI3
Technology standards AI1 AI3 AI7 DS5
Regular ‘state of technology’ updates AI1 AI2 AI3
Technology infrastructure plan AI3
Infrastructure requirements PO5
• Frequency of meetings held by the technology forum
• Frequency of meetings held by the IT architecture board
• Frequency of the technology infrastructure plan review/update • Number and type of deviations from
technology infrastructure plan
• Percent of non-compliance to technology standards
• Number of technology platforms by function across the enterprise
Activities
• Defining the technology infrastructure standards based on information architecture requirements
• Establishing the technology infrastructure plan balanced against cost, risk and requirements
• Establishing a forum to guide architecture and verify compliance
IT
• Optimise the IT infrastructure, resources and capabilities.
• Acquire and maintain integrated and standardised application systems.
Process
• Recognise and leverage technology opportunities.
• Develop and implement the technology infrastructure plan.
• Define the architecture and technology standards for the IT infrastructure.
Create and maintain a technology infrastructure plan. I I A C R C C C
Create and maintain technology standards. A C R C I I I
Publish technology standards. I I A I R I I I I
Monitor technology evolution. I I A C R C C C
Define (future) (strategic) use of new technology. C C A C R C C C Activities
RACI Chart Functions
CEO CFO Business ExecutiveCIO Business Process OwnerHead Oper ations
Chief Ar chitect
Head DevelopmentHead IT Administr ation
PMO Compliance, Audit,
Risk and Security
A RACI chart identifies who is Responsible, Accountable, Consulted and/or Informed.
PO3 Determine Technological Direction
Plan and Organise
Determine Technological Direction
PO3
From Inputs
Outputs
To
From Inputs
Outputs
To
measure measure measure
drive drive
set set
Goals
PO3 Determine Technological Direction
Management of the process of Determine technological direction that satisfies the business requirement for IT of having stable, cost-effective, integrated and standard application systems, resources and capabilities that meet current and future business requirements is:
0 Non-existent when
There is no awareness of the importance of technology infrastructure planning for the entity. The knowledge and expertise necessary to develop such a technology infrastructure plan do not exist. There is a lack of understanding that planning for technological change is critical to effectively allocate resources.
1 Initial/Ad Hocwhen
Management recognises the need for technology infrastructure planning. Technology component developments and emerging technology implementations are ad hoc and isolated. There is a reactive and operationally focused approach to infrastructure planning. Technology directions are driven by the often contradictory product evolution plans of hardware, systems software and applications software vendors. Communication of the potential impact of changes in technology is inconsistent.
2 Repeatable but Intuitive when
The need for and importance of technology planning are communicated. Planning is tactical and focused on generating solutions to technical problems, rather than on the use of technology to meet business needs. Evaluation of technological changes is left to different individuals who follow intuitive, but similar, processes. People obtain their skills in technology planning through hands-on learning and repeated application of techniques. Common techniques and standards are emerging for the development of
infrastructure components. 3 Defined when
Management is aware of the importance of the technology infrastructure plan. The technology infrastructure plan development process is reasonably sound and aligned with the IT strategic plan. There is a defined, documented and well-communicated technology infrastructure plan, but it is inconsistently applied. The technology infrastructure direction includes an understanding of where the organisation wants to lead or lag in the use of technology, based on risks and alignment with the organisation’s strategy. Key vendors are selected based on the understanding of their long-term technology and product development plans, consistent with the organisation’s direction. Formal training and communication of roles and responsibilities exist.
4 Managed and Measurable when
Management ensures the development and maintenance of the technology infrastructure plan. IT staff members have the expertise and skills necessary to develop a technology infrastructure plan. The potential impact of changing and emerging technologies is taken into account. Management can identify deviations from the plan and anticipate problems. Responsibility for the development and maintenance of a technology infrastructure plan has been assigned. The process of developing the technology infrastructure plan is sophisticated and responsive to change. Internal good practices have been introduced into the process. The human resources strategy is aligned with the technology direction, to ensure that IT staff members can manage technology changes. Migration plans for introducing new technologies are defined. Outsourcing and partnering are being leveraged to access necessary expertise and skills. Management has analysed the acceptance of risk regarding the lead or lag use of technology in developing new business opportunities or operational efficiencies.
5 Optimised when
A research function exists to review emerging and evolving technologies and benchmark the organisation against industry norms. The direction of the technology infrastructure plan is guided by industry and international standards and developments, rather than driven by technology vendors. The potential business impact of technological change is reviewed at senior management levels. There is formal executive approval of new and changed technological directions. The entity has a robust technology infrastructure plan that reflects the business requirements, is responsive and can be modified to reflect changes in the business environment. There is a continuous and enforced process in place to improve the technology infrastructure plan. Industry good practices are extensively used in determining the technological direction.
MATURITY
MODEL
© 2007 IT Governance Institute. All rights reserved. www.itgi.org 40
Plan and Organise
Determine Technological Direction
PROCESS
DESCRIPTION
Control over the IT process of
Define the IT processes, organisation and relationships
that satisfies the business requirement for IT of
being agile in responding to the business strategy whilst complying with governance requirements and providing defined and competent points of contact
by focusing on
establishing transparent, flexible and responsive IT organisational structures and defining and implementing IT processes with owners, roles and responsibilities integrated into business and decision processes
is achieved by
• Defining an IT process framework
• Establishing appropriate organisational bodies and structure • Defining roles and responsibilities
and is measured by
• Percent of roles with documented position and authority descriptions • Number of business units/processes not supported by the IT
organisation that should be supported, according to the strategy • Number of core IT activities outside of the IT organisation that are not
approved or are not subject to IT organisational standards