it management & governance...

Assess the importance and effectiveness of your core IT processes

IT Management & Governance Tool

STRATEGY&GOVERNANCE

DATA&BIAPPS

FINANCIALMANAGEMENT

PEOPLE&RESOURCES

SECURITY&RISK

INFRASTRUCTURE&OPERATIONS

SERVICE PLANNING&ARCHITECTURE

PPM&PROJECTS

ITGovernance

� EDM01

ITStrategy

� APO02

IT Management& Policies

� APO01

Innovation

� APO04

HumanResourcesManagement

� APO07

ITOrganizationalDesign

� ITRG01

Leadership,Culture,& Values

� ITRG02

ManageServiceCatalogs

� ITRG03

QualityManagement

� APO11

OperationsManagement

� DSS01

AssetManagement

� BAI09

Availability& CapacityManagement

� BAI04

ChangeManagement

� BAI06

ConfigurationManagement

� BAI10

Service Desk

� DSS02

ReleaseManagement

� BAI07

RiskManagement

� EDM03APO12

SecurityManagement

� DSS05

BusinessProcessControls &Internal Audit

� DSS06MEA02

ExternalCompliance

� MEA03

BusinessContinuity

� DSS04

DisasterRecoveryPlanning

� DSS04

OrganizationalChangeManagement

� BAI05

ApplicationMaintenance

� ITRG05

ApplicationDevelopmentQuality

� BAI07

ApplicationDevelopmentThroughput

� BAI03

EnterpriseApplicationSelection &Implementation

� BAI03

ApplicationPortfolioManagement

� ITRG04

RequirementsGathering

� BAI02

ProjectManagement

� BAI01

PortfolioManagement

� APO05

DataQuality

� ITRG08

DataArchitecture

� ITRG07

BusinessIntelligence& Reporting

� ITRG06

SecurityStrategy

� APO13

Incident& ProblemManagement

� DSS03

ServiceManagement

� APO09

EnterpriseArchitecture

� APO03

KnowledgeManagement

� BAI08

StakeholderRelations

� APO08EDM05

PerformanceMeasurement

� MEA01

BusinessValue

� EDM02

Cost & BudgetManagement

� APO06

VendorManagement

� APO10

CostOptimization

� EDM04

IT Management & Governance Framework

Your Journey Starts Here.

The following report is a sample of what you will recieve after completing the Management and Governance Diagnostic. Each report is customized to the individual organization highlighting the IT department’s most pressing needs.

Complete the diagnostic program to get the data you need to start your process improvement journey.

Understand Your Department’s Strengths & Weaknesses

Prioritize Your Key IT Processes & Build an Improvement Roadmap

Establish Clear Ownership of Core IT Processes

Empower Your Team with a Training & Development Plan for Process Owners

To be completed by your IT management team or whole department.

1. Understand your current IT Process landscape• Review your results report to understand our team’s perception of each process’ importance and

effectiveness.• Identify gaps between you and your team perceptions on IT processes

2. Determine the most critical IT processes• Discuss which processes would drive the most value to your department and organization• Use the team’s perceptions on processes, to drive decisions around which processes will be a focus over the

next 12 months.

3. Create Your Process Improvement Roadmap• Decompose each critical process to better understand the urgency to change and its relevant impact on the

organization.• Establish process owners. Each relevant process must have at least one person accountable for monitoring

and improvement of initiatives.

4. Establish the Info-Tech Support Program• Decompose each critical process to better understand the urgency to change and its relevant impact on the

organization.• Establish process. Each relevant process must have at least one person accountable for monitoring and

improvement of initiatives.

What's in this report?

Completes: 6

Top Team Processes

1. Service Desk

2. Cost Optimization

3. Disaster Recovery Planning

4. Data Quality

5. IT Organizational Design

6. Quality Management

Goals & ObjectivesSample IT Company # of Responses 6

2

1. Understand your current IT Process landscape• Review your results report to understand our team’s perception of each process’ importance and

effectiveness.• Identify gaps between you and your team perceptions on IT processes

2. Determine the most critical IT processes• Discuss which processes would drive the most value to your department and organization• Use the team’s perceptions on processes, to drive decisions around which processes will be a focus over the

next 12 months.

3. Create Your Process Improvement Roadmap• Decompose each critical process to better understand the urgency to change and its relevant impact on the

organization.• Establish process owners. Each relevant process must have at least one person accountable for monitoring

and improvement of initiatives.

4. Establish the Info-Tech Support Program• Decompose each critical process to better understand the urgency to change and its relevant impact on the

organization.• Establish process. Each relevant process must have at least one person accountable for monitoring and

improvement of initiatives.

What's in this report?

Completes: 6

Top Team Processes

1. Service Desk

2. Cost Optimization

3. Disaster Recovery Planning

4. Data Quality

5. IT Organizational Design

6. Quality Management

Goals & ObjectivesSample IT Company # of Responses 6

2

1. Understand Your Department’s Strengths & Weaknesses

2. Prioritize Your Key IT Processes & Build an Improvement Roadmap

3. Establish Clear Ownership of Core IT Processes

4. Empower Your Team with a Training & Development Plan for Process Owners

• Once a year, take a step back from IT’s day-to-day operations and look at the big picture.• Understand your team’s perception of each process’ importance and effectiveness.• Build your framework for managing and improving the IT department over the long term.

• Cut through the noise: uncover the IT processes that really matter in building your world-class IT department.

• Align your team behind achieving your vision, communicating the rationale behind your decisions.• Prioritize quick wins to show your stakeholders that rapid improvement is a priority.

• Use our scripted ownership exercise to make your next IT leadership meeting exciting and effective.

• Ensure that every IT process has clear ownership and accountability. • Balance responsibilities so that senior staff aren’t overloaded and junior staff aren’t

under-leveraged.

• Engage your team by communicating how their efforts will contribute to your organization’s big picture.

• Kick off your team’s initiatives by setting clear objectives, timelines, and key success metrics.• Provide your team with the tools and best-practices they’ll need to learn skills and drive

improvement for the team.

Understand your department’s strengths and weaknesses across 45 IT processes. See processes by importance and effectiveness so you can prioritize improvement efforts on the most important and least effective processes.

See which processes your team have deemed most important and validate their assessment. Work on optimizing these processes first.

Evaluate which processes your team disagreed on the most. Determine if overall disagreement is high or low. Conduct a team exercise to discuss disagreements and build alignment.

See which processes your team have deemed most and least effective and validate their assessment. Reference these processes against the importance list to determine top priorities.

Evaluate which processes your team disagreed on the most. Determine if overall disagreement is high or low. Conduct a team exercise to discuss disagreements and build alignment.

See the top six processes we have identified based on your team’s feedback. Determine if you agree and make sure each has clear ownership and accountability.

Prioritize your key IT processes and build an improvement roadmap. Leverage Info-Tech resources to make fast progress against these initiatives.

Get a list of process accountabilities by respondent. Each IT manager should only be responsible for a handful of processes. Work with your team to ensure that processes have clear ownership and that accountability is reasonably distributed across the team.

Michelle Solis

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

Kim Porter

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 Eva Wright

IT Strategy StakeholderRelations Enterprise


Implementation ProjectManagement Application

Maintenance ConfigurationManagement Release

Management Asset

Management KnowledgeManagement Manage Service

Catalog Service Desk Incident &Problem

Management Richard Wilkins

Process AccountabilitySample IT Company # of Responses 6

8

See each respondent’s involvement level with each process and whether or not there is a conflict, e.g. multiple people believing they are accountable. Sit down with your team to work through each process and make sure clear accountabilities are established.

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

Eva Wright

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 InvolvementSample IT Company # of Responses 6

10


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed



Jon Dingess

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

Management


11


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed



Jeffrey Cruz

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


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


12


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed



Michelle Solis

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

RecoveryPlanning Enterprise

Architecture PortfolioManagement Security

Strategy Vendor

Management Business ProcessControls & Internal

Audit HumanResources

Management


13


AccountableOnly


ResponsibleOnly

Involved:Consulted

Involved:Informed



Richard Wilkins

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

RecoveryPlanning Enterprise

Architecture ExternalCompliance Human

ResourcesManagement

ITOrganizational

Design Manage ServiceCatalog Organizational

ChangeManagement Quality

Management RequirementsGathering Risk

Management SecurityManagement

SecurityStrategy Service

Management VendorManagement


14

Use our scripted ownership exercise to make your next IT leadership meeting exciting and effective. Align your team behind achieving your vision, communicating the rationale behind your decisions.

Visualize process ownership across all core IT processes. Use the Info-Tech website to update ownership as required. Use this page as a communication tool across IT and the organization.

Engage your team by communicating how their efforts will contribute to your organization’s big picture.

Dive into each specific IT process area. Evaluate the relative importance and effectiveness of each process within the area. Focus on high importance, low effectiveness areas to improve.

See individual respondent scores for each process as well as their involvement. Use this to facilitate a conversation with the team and build consensus around the performance and priority level of each process.

MEA01

PerformanceMeasurement

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

22nd Most Important Process (out of 45)

2nd Most Effective Process (out of 45)

Average Importance score 8.7

Average Effectiveness score 7.7

Name Effectivenessscores

Importancescores Gap

Michelle Solis 7.0 10.0 -3.0

Richard Wilkins 7.0 8.0 -1.0

Kim Porter 6.0 9.0 -3.0

APO08EDM05


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.

26th Most Important Process (out of 45)

15th Most Effective Process (out of 45)





Jeffrey Cruz 10.0 10.0 0.0

Jon Dingess 9.0 9.0 0.0



APO08EDM05


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.







Eva Wright 5.0 7.0 -2.0

Kim Porter 5.0 8.0 -3.0

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.









Eva Wright 7.0 7.0 0.0



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.







Kim Porter 5.0 9.0 -4.0

Strategy & Governance: Detailed ResponsesSample 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.

19

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 PrioritizationSample IT Company # of Responses 6

20

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.










Eva Wright 6.0 8.0 -2.0

Kim Porter 5.0 9.0 -4.0


APO06


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.








APO06


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.









Eva Wright 7.0 10.0 -3.0


Kim Porter 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.








Eva Wright 8.0 10.0 -2.0

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.








Kim Porter 5.0 9.0 -4.0



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.









Richard Wilkins 7.0 7.0 0.0

Financial Management: Detailed ResponsesSample IT Company # of Responses 6


21

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.







Kim Porter 6.0 9.0 -3.0



Financial Management: Detailed ResponsesSample IT Company # of Responses 6


22




IT Organizational Design Knowledge Management

Human ResourcesManagement Leadership, Culture & Values


FinancialManagement

People &Resources






People & Resources: Process PrioritizationSample IT Company # of Responses 6

23

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.









Eva Wright 7.0 9.0 -2.0



Kim Porter 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.


23rd Most Effective Process (out of 45)






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.








Eva Wright 8.0 9.0 -1.0

Kim Porter 5.0 9.0 -4.0



ITRG02

Leadership, Culture& Values

Ensure that the IT department reflects the values of yourorganization. Improve the leadership skills of your teamto generate top performance.









ITRG02

Leadership, Culture& Values

Ensure that the IT department reflects the values of yourorganization. Improve the leadership skills of your teamto generate top performance.








Kim Porter 6.0 9.0 -3.0



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.










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


24

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.







Kim Porter 5.0 9.0 -4.0



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


25




Quality Management

Manage Service Catalog Service Management

Enterprise Architecture


FinancialManagement

People &Resources






Service Planning & Architecture: Process PrioritizationSample IT Company # of Responses 6

26

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.









Eva Wright 6.0 9.0 -3.0


Kim Porter 5.0 9.0 -4.0


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.








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.








Kim Porter 7.0 9.0 -2.0



Eva Wright 5.0 9.0 -4.0

APO03


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)







Eva Wright 8.0 10.0 -2.0

APO03


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.








Kim Porter 6.0 9.0 -3.0



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)








Eva Wright 5.0 7.0 -2.0

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


27

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.







Michelle Solis 5.0 5.0 0.0


Kim Porter 2.0 9.0 -7.0

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


28




Service Desk Incident & ProblemManagement

Availability & CapacityManagement

Change Management

Operations Management

Release Management


FinancialManagement

People &Resources






Infrastructure & Operations: Process PrioritizationSample IT Company # of Responses 6

29

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.

AssetManagement Configuration

Management


FinancialManagement

People &Resources






Infrastructure & Operations: Process Prioritization Additional ResultsSample IT Company # of Responses 6

30

DSS03

Incident & ProblemManagement

Identify and classify problems and their root causes andprovide timely resolution to prevent recurring incidents.Reduce the number of operational problems.


1st Most Effective Process (out of 45)









Eva Wright 6.0 9.0 -3.0

Kim Porter 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.








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.







Jon Dingess 9.0 10.0 -1.0


Eva Wright 6.0 10.0 -4.0


Kim Porter 2.0 9.0 -7.0

BAI04


Balance current and future needs for availability,performance and capacity of IT systems andinfrastructure through the forecast of future performanceand capacity requirements.









BAI04


Balance current and future needs for availability,performance and capacity of IT systems andinfrastructure through the forecast of future performanceand capacity requirements.








Eva Wright 6.0 9.0 -3.0

Kim Porter 6.0 9.0 -3.0


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.









Eva Wright 5.0 9.0 -4.0

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


31

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.








Kim Porter 4.0 9.0 -5.0


DSS01


Manage the activities and operational proceduresrequired to deliver IT services, including standardoperating procedures and monitoring activities.











DSS01


Manage the activities and operational proceduresrequired to deliver IT services, including standardoperating procedures and monitoring activities.







Eva Wright 6.0 8.0 -2.0

Kim Porter 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.









Eva Wright 6.0 9.0 -3.0



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.







Kim Porter 2.0 9.0 -7.0

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.








Eva Wright 8.0 9.0 -1.0




Kim Porter 5.0 9.0 -4.0



32

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.









Eva Wright 6.0 8.0 -2.0

Kim Porter 5.0 9.0 -4.0





33




Disaster Recovery Planning Security Management

Business Continuity

Risk Management

External Compliance

Security Strategy

Business Process Controls &Internal Audit


FinancialManagement

People &Resources






Security & Risk: Process PrioritizationSample IT Company # of Responses 6

34

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.











Eva Wright 5.0 9.0 -4.0

Kim Porter 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.








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.










Eva Wright 6.0 9.0 -3.0

Kim Porter 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.









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.









Eva Wright 5.0 9.0 -4.0

Kim Porter 4.0 9.0 -5.0

APO12EDM03

Risk Management

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










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


35

APO12EDM03

Risk Management

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








Eva Wright 6.0 9.0 -3.0

Kim Porter 3.0 9.0 -6.0

MEA03

ExternalCompliance

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










Eva Wright 5.0 9.0 -4.0

MEA03

ExternalCompliance

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








Kim Porter 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.









Eva Wright 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.







Kim Porter 4.0 9.0 -5.0

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.









Eva Wright 6.0 9.0 -3.0



Kim Porter 3.0 9.0 -6.0

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


36




Enterprise Application Selection& Implementation

Application PortfolioManagement

Application Maintenance

Application DevelopmentThroughput

Application DevelopmentQuality


FinancialManagement

People &Resources






Applications: Process PrioritizationSample IT Company # of Responses 6

37

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.










Eva Wright 6.0 9.0 -3.0


Kim Porter 5.0 9.0 -4.0

ITRG05


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








ITRG05


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









Kim Porter 5.0 9.0 -4.0

Eva Wright 5.0 9.0 -4.0


ITRG04


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.









ITRG04


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.







Eva Wright 4.0 8.0 -4.0

Kim Porter 4.0 9.0 -5.0



BAI03


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










Applications: Detailed ResponsesSample IT Company # of Responses 6


38

BAI03


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







Kim Porter 5.0 9.0 -4.0

Eva Wright 4.0 8.0 -4.0


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.









Eva Wright 5.0 9.0 -4.0


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.








Kim Porter 0.0 1.0 -1.0

Applications: Detailed ResponsesSample IT Company # of Responses 6


39




Data Quality

Business Intelligence &Reporting Data Architecture


FinancialManagement

People &Resources






Data & BI: Process PrioritizationSample IT Company # of Responses 6

40

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.










Kim Porter 5.0 9.0 -4.0

Eva Wright 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.








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.










Eva Wright 6.0 9.0 -3.0

Kim Porter 5.0 9.0 -4.0

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.









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.








Kim Porter 5.0 9.0 -4.0


Eva Wright 4.0 8.0 -4.0

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


41




Project Management

Organizational ChangeManagement

Requirements Gathering

Portfolio Management


FinancialManagement

People &Resources






PPM & Projects: Process PrioritizationSample IT Company # of Responses 6

42

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.











Eva Wright 5.0 9.0 -4.0

Kim Porter 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.








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.










Eva Wright 6.0 9.0 -3.0

Kim Porter 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.









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.








Kim Porter 5.0 9.0 -4.0

Eva Wright 5.0 9.0 -4.0


BAI02


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










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


43

BAI02


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







Eva Wright 5.0 9.0 -4.0


Kim Porter 5.0 9.0 -4.0

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


44

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 the

next 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 - IntroductionSample IT Company # of Responses 6

45

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 boundariesOnce the team has gathered, tell the team that the purpose of the exercise is to reach a collective understanding ofthe 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, butalso 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 spreadbetween 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 importanceand effectiveness. Why did they score the process the way they did? During this conversation, make sure to highlightat least 3 sub-processes for each process, which will make it easier to understand any underlying issues or perceivedissues.

Build consensus.Once your team has uncovered the reasons for the variations in scores, it’s important to reach a team decisionregarding the highest priority processes. As a team, decide where each process falls in terms of effectiveness andimportance relative to one another and establish a list of 3-5 processes that are very important but not effective. Thiswill 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 processdoes not have an owner, or if there is a lack of clarity around process ownership, discuss and decide who should bethe process owner (or process area owner). Additionally, pay attention to multiple processes which have the sameprocess owner. This is a great opportunity to create a more even workload by introducing additional process ownersor transitioning the responsibility of processes to other team members. Ensure that all relevant processes haveowners going forward.

Take action.Your team should now create a plan using the Post-Alignment Worksheet to outline what initiatives will be taken, whatresources 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 willhelp 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 toimprove the likelihood that the items will be followed. After 2-4 weeks, follow up with action item owners to see howwell their action items are going. Work with owners to overcome any blocks or challenges they are facing and adjustdeadlines if necessary.

Ongoing collaboration.Establish a set schedule for the team to meet and discuss the progress of their initiatives and to upholdaccountability.

Revisit the exercise.After one year, conduct another team alignment exercise to see how the results compare. Ideally, the sameparticipants will take part in the annual alignment exercise. This will allow the entire team to see how theimprovement initiatives helped improve the effectiveness scores.

Alignment Exercise - Client Facilitation GuideSample IT Company # of Responses 6

46

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

Jeffrey Cruz Dstrict Technology Coordinator

Jon Dingess Data Administrator

Kim Porter Network Administrator

Michelle Solis ITS

Richard Wilkins Assistant Network Administrator

Eva Wright Technology Support Specialist

2016 Alignment Exercise Participants

Respondent InformationSample IT Company # of Responses 6

47

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 WorksheetSample IT Company # of Responses 6

48

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 ManagementBusiness 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 & ResourcesHuman 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 & OperationsAvailability & 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 DescriptionsSample IT Company # of Responses 6

49

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.

ApplicationsApplication 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 & ProjectsPortfolio 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 DescriptionsSample IT Company # of Responses 6

50

Contact us today to get started with the IT Management and Governance Diagnostic.

Get Started

Your Journey Starts Here.

http://go.infotech.com/mgd-appointment?utm_source=Active_Database&utm_medium=Email&utm_content=MGD-AD&utm_campaign=Acquire_Active_Database

http://go.infotech.com/mgd-appointment?utm_source=Active_Database&utm_medium=Email&utm_content=MGD-AD&utm_campaign=Acquire_Active_Database

it management & governance...

Documents