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The First 100 Days for a New
CIO: Using the Innovation
Value Institute IT Capability
Maturity Framework to
Define a Roadmap


Alan McSweeney
Objectives

•   To describe how the IVI (Innovation Value Institute) IT CMF
    (IT Capability Maturity Framework) can be used to define
    an effective business oriented workplan for the first 100
    days




    February 6, 2011                                              2
Importance of the First 100 Days For a New CIO

•   Important interval in the career of a newly appointed CIO
•   You will find many issues and problems that were not immediately
    apparent
•   Create a plan for the first 100 days that establishes priorities,
    approach, attitude, focus, tone, culture, standards
•   Need to set the longer-term agenda and build solid foundation for
    its delivery
•   Need to develop a vision for both the IT function and the business
•   Must not get stuck in analysis paralysis or making quick decisions
•   Short timeframe to assess current situation and what has to be done
•   Need to demonstrate progress quickly

    February 6, 2011                                                      3
Achieving the Correct Balance

                        Spend
                       consu ing the fi
                            m           rs
                       plann ed with a t 100 days
                            ing          na
                         mate activities lysis and
                             rial a
                                   nd co with no        Comm
                               result ncrete                    itt
                                                          long- ing to a de
                                     s
                                                      assoc term pla tailed
                                                             ia            n
                                                      and m ted organ and
                                                     roles odel with isational
                                                           a
                                                     withi nd accoun defined
                                                          n the          t
                                                                  first 1 abilities
                                                                         00 da
                                                                               ys




•   Need to achieve balance between analysis paralysis and
    making long-term commitments too quickly
    February 6, 2011                                                                  4
Information Requirements for First 100 Days
                                        Gain understanding of
                                        business strategy and
                                        linkage to IT strategy
            Gain understanding of
                                                                     Gain understanding of
             organisation culture,
                                                                     the status of IT budget
            reporting lines, role of
                                                                     and financial situation
           and expectations from IT

                                         Information
                                                                           Gain understanding of IT
 Gain understanding of                 Requirements for                    organisational structure,
   in-flight projects,                  First 100 Days                     human resources, skills,
       initiatives                                                              processes and
                                                                                competencies


                                                       Gain understanding of IT
                         Gain understanding of
                                                        portfolio, landscape,
                         current problems and
                                                            suppliers and
                                 issues
                                                            infrastructure

 February 6, 2011                                                                                      5
Objectives of First 100 Days

•   Establish strong communications
•   Establish relationships with business and demonstrate
    understanding and that you are listening
•   Develop tactical plan
•   Start to create strategic plan linked to business strategy
•   Define success measurement criteria
•   Initiate the creation of a strategic plan
•   Demonstrate clarity of thought, vision and delivery
•   Define guiding principles, governance, processes and methodologies
•   Define target IT function operating structure and model
•   Start to address high visibility/priority issues and problems
    February 6, 2011                                                     6
Benefits of Using the IT CMF Framework to Create
100 Day Action Plan
•   Gathers high-level information quickly through structured
    consultative process
•   Creates a high-level view of what is important and where
    deficiencies exist
•   Demonstrates that you are listening
•   A rapid engagement that provides quick feedback
•   Allows an action plan to be established to focus on mix of strategic
    and day-to-day
•   Establishes a measurement framework to allow progress be
    evaluated
•   Focuses on how IT can deliver value to the business
•   Focuses on creating a business-focused IT organisation

    February 6, 2011                                                       7
Roadmap for First 100 Days

                       Gather       Create Tactical     Deliver on
       Start
                    Information          Plan          Tactical Plan




                    Perform High
                    Level IT CMF
                     Assessment



                    Address High       Perform
                      Visibility/      Optional       Create Strategic
                       Priority     Detailed IT CMF      Plan for IT
                    Problems and     Assessments
                        Issues




 February 6, 2011                                                        8
Business Strategy

                                                      •   Business develops a business
Business Vision                                           strategy that contains defined high
                                                          level aims and lower level
                                                          objectives
                    Business Strategy                 •   Each objective will be subject to
                                                          challenges that have to be
                                                          overcome.
                                Business Strategic    •   Achievement of the strategic
                                      Aims                objectives needs to be subject to
                                                          measurements
                                                                 Business Strategic
                                                                    Objectives



                                                                  Critical Success
                                                Challenges                            Measurements
                                                                       Factors
 February 6, 2011                                                                                    9
Business Strategy Linkage to IT Strategy

                                                                       •   IT strategy follows from business
     Business Vision
                                                                           strategy
                                                                       •   Ensure the organisation is making
                    Business Strategy
                                                                           the best use of IT to deliver on its
                                                                           strategy
                                Business Strategic Aims
                                                                       •   Ensure the organisation is using IT
                                                                           effectively and efficiently
                                                  Business Strategic
                                                     Objectives


                                                                       IT Vision



                                                                                   IT Strategy



                                                                                                 IT Architecture


                                                                                                            IT Implementation Plans
                                                                                                               and Business Cases
 February 6, 2011                                                                                                                     10
Innovation Value Institute (IVI) and IT-CMF (IT
Capability Maturity Framework)
•   IVI is developing an the IT-CMF as a systematic framework
    for improving IT capability and identifying and prioritising
    opportunities, reducing cost and optimising the business
    value of IT investments (see http://ivi.nuim.ie/)
      − Based on an Intel framework and initially developed as part of
        Intel’s IT transformation (see Managing Information Technology
        for Business Value http://www.intel.com/intelpress/sum_bv.htm)
      − Reviewed and tested with 200+ CIOs
•   Objectives of IT CMF
      − To assess current practices
      − To understand opportunity and value of increasing maturity
      − To bridge structural gaps in other assessment frameworks
    February 6, 2011                                                     11
IT CMF High Level Framework

                       Managing IT Like a      Managing
                          Business                 the
                                               IT Budget




                       Managing the IT      Managing IT for
                         Capability         Business Value



•   IT CMF structured into four high-level processes for value-
    oriented IT management

    February 6, 2011                                              12
IT CMF High Level Framework

 Managing IT Like a          Managing the IT              Managing the IT            Managing IT for
    Business                    Budget                      Capability               Business Value
Managing IT like a         Managing the IT budget       Managing the IT           Managing IT for business
business involved using    involves effective           capability is concerned   value involves aligning IT
solid professional         financial management to      with what information     investments to overall
business practices and     reduce costs to free funds   technology and the IT     business benefits.
applying them to the IT    for investment in            organisation can do
function and involves      innovative IT solutions      collectively for the
shifting the focus from    that deliver better value    organisation.             Underlying focus areas
production and             and performance.                                       include value and benefits
technology to a focus on                                                          delivery and portfolio
customers and services.                                 Underlying focus areas    management.
                           Underlying focus areas       include traditional IT
                           include budget               factory functions like
Underlying focus areas     management and               solutions delivery and
include leadership,        performance sustaining       services provisioning
governance, alignment      and making new
and management             investments and portfolio
processes.                 planning.



   February 6, 2011                                                                                            13
IT CMF

•   IT CMF is a meta-framework that identifies an IT organisation’s maturity in key
    critical practices
      − Comprehensive overarching framework that encompasses all relevant IT practices and
        sits above implementation frameworks
      − Does not mandate the use of specific implementation frameworks
•   Identifies the key areas where the organisation wants or needs to improve to
    deliver business value
      − Identifies critical gaps in maturity that are preventing IT delivering business value
      − Identifies appropriate levels of maturity for the organisation for critical IT processes
•   Contains benchmarks to allow an organisation measure itself against similar
    organisations
•   Defines a structure to allow improvements to be measured
•   Implementation of specific critical practices improvements devolved to
    implementation frameworks
•   Objective view of IT competency and maturity across all of IT


    February 6, 2011                                                                               14
IT CMF Framework

•   Contains
      − Assessment approach to determine an IT organisation's maturity
      − Best practices associated with outcomes and metrics for their
        measurement
•   Benefits
      − A comprehensive and detailed framework to collect and provide
        management information on critical processes within the IT
        function of an organisation
      − Processes designed, selected and defined as those that ensure
        that IT delivers business value
      − Provides a view of the level of maturity of the IT function
      − Identifies areas where effort should be focussed in order to add
        value
      − Enable IT to be responsive to business needs
    February 6, 2011                                                       15
IT CMF Framework

•   IT CMF framework
    closes the loop on        Managing                     Managing
    Information               IT Like a                      the IT
    Technology                Business                      Budget
    delivering value to
    the business
                                            Closing the
                                               Loop
                                           Between Cost
                                            and Value
                           Managing IT
                           for Realising                   Managing
                          and Assessing                       and
                               Value                      Delivering IT
                                                           Capability



    February 6, 2011                                                      16
IT Capability Maturity Framework - Standard Framework to
   Benchmark IT’s Level of Value to Business
• Five maturity levels to
  assess and optimise
  value of IT                                Managing IT Like    Managing the      Managing the      Managing IT for
• A comprehensive and                          a Business         IT Budget        IT Capability     Business Value
  detailed framework to
  collect and provide
  management                                                      Sustainable     Corporate Core
                              Optimising 5    Value Centre                                           Optimised Value
  information on critical                                       Economic Model     Competency
  processes within the IT                                                                             Options and
  function of an                               Investment          Expanded           Strategic
                              Advanced 4                                                               Portfolio
  organisation                                   Centre         Funding Options   Business Partner
                                                                                                      Management
• Processes designed,
  selected and defined as                                        Systemic Cost         Technology    ROI & Business
                                         3    Service Centre
  those that ensure that IT Intermediate                           Reduction             Expert           Case
  delivers business value
• Provides a view of the                                          Predictable          Technology
                                         2     Cost Centre                                                TCO
  level of maturity of the       Basic                           Performance            Supplier
  IT function
• Identifies areas where
                                         1                                 Beginning
  effort should be              Initial
  focussed in order to add
  value
• Enable IT to be
                                                        One of the Tools Used to Manage
  responsive to business                               Journey to Becoming a Value Centre
  needs
     February 6, 2011                                                                                             17
IT CMF Detailed Structure – Comprehensive View of Core
Competencies Required of an IT Organisation
         Managing IT Like a                 Managing the               Managing the                   Managing IT for
            Business                           IT Budget                IT Capability                 Business Value
    IT Leadership &                                              Enterprise Architecture
ITG Governance                   FF    Funding & Financing   EAM Management                   TCO Total Cost of Ownership
    Business Process             BG                              Technical Infrastructure           Benefits Assessment &
BPM Management                         Budget Management     TIM Management                   BAR Realisation
                                 M
                                     Portfolio Planning &
BP     Business Planning         PPP Prioritisation          PAM People Asset Management PM         Portfolio Management
                                     Budget Oversight &            Knowledge Asset
SP     Strategic Planning        BOP Performance Analysis    KAM Management
       Demand & Supply                                           Relationship Asset
DSM Management                                               RAM Management
    Capacity Forecasting &                                         Research, Development, &
CFP Planning                                                 RDE Engineering
RM     Risk Management                                       SD Solutions Delivery
AA     Accounting & Allocation                               SRP Service Provisioning
       Organisation Design &
ODP Planning                                                 UTM User Training Management
SRC Sourcing                                                 UED User Experience Design
                                                                   Program & Project
IM     Innovation Management                                 PPM Management
       Service Analytics &
SAI    Intelligence                                          SUM Supplier Management
                                                                   Capability Assessment &
SICT Sustainable ICT                                         CAM Management



  February 6, 2011                                                                                                          18
IT CMF High Level Assessment Overview
•   Objective maturity assessment of IT management practices,
    identifying both gaps and potential over investments
                                                                    Managing                                                             Managing IT
                                                                        the                          Managing the                        for business
                        Managing IT like a business
                                                                    IT budget                        IT capability                           value
                                                                                                                                  Risk of competitive
       5                                              Risk of competitive                                                         disadvantage due to
                                                  disadvantage due to below                                                        over-investment?
                                                   below-average maturity?
       4                                                                                                                                                  Industry Average


       3                                                                                                                                                  Organisation’s
                                                                                                                                                             Current
                                                                                                                                                          Maturity Level
       2


       1                                                                                                                                                        Core
                                                                                                                                                             Competency
           ITG BPM BP    SP DSM CFP RM AA ODP SRC REM IM PQM SAI   FF BGM PPP BOP EAM TIM PAM ICM RAM RDE SD SRP UMT UED PPM SUM VCM CAM TCO BAR PM IAP
                                                                                                                                                            Area Within IT
                                                           Can be applied across all IT functions                                                               CMF
                                                                                                                                                             Framework
                                                               or in a selected set of areas
    February 6, 2011                                                                                                                                                         19
IT Value Contribution Increases with Maturity
Maturity Level                           IT Value Contribution
                         IT enables and drives business value creation and business
               5         opportunities
High       Optimising
                         IT is fully aligned with business strategy and anticipates business needs


               4         IT focuses on business value creation
            Advanced     Value oriented IT management using various industry best practices
                                                                                                               Increasing
               3
                         IT directly contributes to business value creation in some areas                    contribution
         Intermediate IT turns toward focusing on business value creation, but is mostly understood as        to business
                         service provider
                                                                                                             value as the
                         IT mainly provides services allowing business to create value                             IT
                 2                                                                                           organisation
                Basic    IT focuses on delivering solutions for business needs, but not a value creator on
                         its own                                                                             increases its
                                                                                                                maturity
Low                      IT disconnected from business value creation
                  1
               Initial   IT is not an integral part of value creation

                                            Organisation must be able to translate
                                         IT maturity into business value contribution
  February 6, 2011                                                                                                     20
IT CMF Provides Framework to Link Business
Strategy to IT Strategy
  Business Vision



                    Business Strategy                                                     Business
                                                                                          Context
                                Business Strategic Aims


                                                  Business Strategic
                                                     Objectives



                                                                       Managing IT Like
                                                                         a Business
              IT
            Context
                                                                                               Managing IT for
                                           Managing the IT             Managing the IT
                                                                                                 Business
                                              Budget                     Capability
                                                                                                  Value
 February 6, 2011                                                                                                21
Using IT CMF to Define a Business Oriented
Information Technology Strategy

                      Identify Gaps Where
 Perform High Level                          Define Overall Plan
                        the Organisation
   Current State                             to Achieve Planned
                       Wants or Needs to
      Maturity                                Process Maturity
                       Improve to Deliver
    Assessment                                     Levels
                         Business Value




                       Perform Optional
                        Detailed “Deep
                      Dives” Into Specific
                      Competency Areas,
                        if Required, to
                       Identify Detailed
                        Gaps and Issues

 February 6, 2011                                                  22
IT CMF Assessment Conducted in Three Phases and
    Takes Around 3-4 Weeks
           Activity                                               Beforehand     Week 1          Week 2      Week 3        Week 4

    0      Selection of assessment team
    1      Initial kick-off meeting and preparation
           Complete individual assessment
           (answering questionnaire)
           Collect additional data
    2      (based on data already consolidated in organisation)
           Analysis of collected data and questionnaires
           Conduct individual interviews
           (for validation of initial maturity estimate)                                                                  Final
           Review results and analyse findings                                                                            workshop
           Prepare assessment report
           Identify practices to be implemented for                                        Review initial
    3
           improving maturity and business value                                           results
           Workshop to share and discuss assessment
           results and collect feedback on assessment
           Milestones of assessment
                                                                                          Initial maturity        Validated     Final
                                                                                          assessment               maturity    results
                                                                                                                 assessment (incl. action
                                                                                                                                plan)
                                                                               Today
•   Assessments consist of questionnaires that gather information
•   Supported by best practice documentation and database of benchmarks
     February 6, 2011                                                                                                                       23
Sample IT-CMF High Level Assessment: Purpose of
Performing Survey
• Objective was to measure the perceived importance and
  perceived current level of maturity/skills and desired level
  of maturity in two years in order to identify areas to focus
  on to derive the greatest benefit
• Measures maturity and importance along 32 critical
  processes – areas where IT should have good skills,
  experience and maturity - in order to ensure that the IT
  function delivers value to the business
• Allows comparison to other organisations
• Not just about measuring IT but also concerned with
  measuring how those outside IT view the IT function
• Primary focus in on IT delivering value to the business

    February 6, 2011                                             24
Sample IT-CMF High Level Assessment: IT Posture

•   Summarises view of
      − Technology adoption
        preference
      − Deployment of IT to support
        business activity
      − IT in relation to competitive
        advantage
      − IT and outsourcing
        preferences
      − IT and business value
        management
      − IT and business requirements
        management
      − Level of IT investment
•   Average score is 60
•   Organisation score is 42
•   General view is that the
    organisation do not view that
    full advantage is not taken of
    IT
      − IT lags behind business needs
        rather than leads the business
      − Lower than average
        investment in IT
      − Not actively seeking
        innovation
      − Not using IT for business value

    February 6, 2011                              25
Sample IT-CMF High Level Assessment: IT Value
Performance
•   Summarises the organisation’s view of the importance and actual
    perceived performance responses to the following questions
      −    Cost Effective Use of IT
      −    Effective Use of IT for Business Growth
      −    Effective Use of IT for Asset Utilisation
      −    Effective Use of IT for Business Flexibility
      −    Aggregate view of importance is very high – 16.5 out of 20
•   Aggregate view of performance is much lower – 10 out of 20
•   Gap between importance and performance
                                                            Importance    Performance
             Cost Effective Use of IT                                 4.5           3.2
             Effective Use of IT for Business Growth                    4           2.4
             Effective Use of IT for Asset Utilisation                3.7           2.2
             Effective Use of IT for Business Flexibility             4.3           2.2
             Total                                                   16.5            10




    February 6, 2011                                                                      26
Sample IT-CMF High Level Assessment: High Level
    Process Maturity       Highest maturity in
                                                          Consistent aspiration to
                                         cost-related
•   Generally low level 2                               increase maturity across all
                                        competencies
    maturity across the four                                   competencies
    groups of IT competence
    areas
    − Shows a low level of maturity
      across all processes
•   Aspiring to increase of 1-1.5
    maturity levels in all areas
    − Shows a consistent desire to
      improve maturity across all
      processes
    − A consistent increase of 1-1.5
      maturity levels will require a
      large investment
    − Need to balance the need to
      improve with the resources
      required
    − Need to focus efforts on
      those areas that will yield the
      greatest benefit                                         Low maturity in business
     February 6, 2011
                                                                 value competencies       27
Sample IT-CMF High Level Assessment: High Level
Process Maturity
•   Shows the current and
    desired maturity and
    25th, 50th and 75th
    percentiles of similar
    measures on
    benchmarked
    organisations
•   Shows that the
    organisation is around
    the 25% percentile in
    terms of maturity across
    all processes when
    compared with other
    organisations
•   75% of organisations are
    currently more mature
•   Stated desire is to
    exceed 75% percentile of
    maturity when compared
    with other organisations
    in two years – how
    realistic is this?




    February 6, 2011                              28
Sample IT-CMF High Level Assessment: Critical
Processes Maturity




 February 6, 2011                               29
Sample IT-CMF High Level Assessment: Critical
Processes Maturity
•        Areas where the greatest    •   Perceived core competency
         improvement is desired          importance

      1. Strategic Planning               1. Risk Management
      2. Innovation Management            2. Business Planning
      3. Enterprise Architecture          3. Portfolio Management
         Management                       4. IT Leadership and Governance
      4. Knowledge Management             5. Solutions Delivery
      5. Capability Assessment and        6. Enterprise Architecture
         Management                          Management
      6. Total Cost of Ownership          7. Strategic Planning
      7. Benefits Assessment and
         Realisation



    February 6, 2011                                                        30
Sample IT-CMF High Level Assessment: Critical
Processes Ranked by Importance




 February 6, 2011                               31
Sample Using the IT CMF Assessment Results to
Assist in Defining an Improvement Strategy
1. Identify and focus on areas of required IT competency
   classified by their perceived importance and current
   maturity and prioritised by lack of balance
2. Identify and focus maturity gaps in areas of required IT
   competency prioritised by importance
3. Create a mixed approach




 February 6, 2011                                             32
Sample IT-CMF High Level Assessment: Importance
Vs Current Maturity
•   Shows the IT CMF



                          Maturity
    process areas
    classified by their
    perceived
    importance and
    current maturity
    and prioritised by
    lack of balance
•   Classification of
    current maturity
    and importance
•   Identify overlap
    between low
    current maturity
    and high
    importance to
    recognise areas to
    focus on                                 Importance



    February 6, 2011                                      33
Sample IT-CMF High Level Assessment: Importance
Vs Current Maturity
           5.0
Maturity




           4.5


                                                                                PPM
           4.0
                                                                              BOP FF

           3.5                                                                       PPP


                                                                                    SRP
           3.0                                                TIM ODP         SD
                                                                                    BGM
                                                                                     ITG
           2.5                                                BP              CFP       RDE
                                                                                         PM
                                                                                     RM RAM
                                                                    BAR              PAM
                                                      UED     KM
           2.0                                   AA                                 SUM
                                                      SRC     DSM   EAM
                                                BPM
                                                                                   SP
           1.5                                                CAM         IM

                                                      UTM SAI TCO
           1.0
                 1.0   1.5   2.0   2.5   3.0   3.5          4.0         4.5               5.0

   February 6, 2011
                                                                    Importance                  34
Sample IT-CMF High Level Assessment: Importance
Vs Current Maturity
           5.0
Maturity




           4.5


                                                                            PPM FF
           4.0
                                                                              BOP

           3.5
                                                                                   SD

           3.0                                              TIM ODP              SRP PPP
                                                                                 BGM
                                                                                  ITG
           2.5                                              BP              PM       RDE
                                                                                      RM
                                                                                 CFPRAM
                                                                                  PAM
                                                    SRC KM         BAR
           2.0                                   AA                              SUM
                                                    DSM UED        EAM
                                                BPM
                                                                             SP
           1.5                                              CAM         IM

                                                     TCO SAI UTM
           1.0
                 1.0   1.5   2.0   2.5   3.0   3.5        4.0         4.5            5.0

                                                                      Importance
   February 6, 2011                                                                        35
Sample IT-CMF Matrix: Importance Vs Maturity Gap

•         Shows the process maturity gap (difference between
          perceived current maturity and desired future maturity)
          classified by perceived importance

      1.        Risk Management
      2.        Business Planning
      3.        Portfolio Management
      4.        IT Leadership and Governance
      5.        Solutions Delivery
      6.        Enterprise Architecture Management
      7.        Strategic Planning

    February 6, 2011                                                36
Sample IT-CMF Matrix: Importance Vs Maturity Gap
                     5.1
                                                                                                                                           Biz
                                                                                                                                           Bud
                                                                                                                                                     Cap
                                                                                                                                                     Val

                                             Secondary Focus Area                                                   Primary Focus Area
                     5.0               More Important / Lesser Maturity Gap       RM                         More Important / Greater Maturity Gap
                     4.9
                                                                                              PM
                     4.8

                     4.7
                                                                                       BP
                     4.6

                     4.5

                     4.4                                         ITG                         SD
                                                                       PPM
                                                                FF                                      SP         EAM
                     4.3                                                   SRP
        Importance




                                                               SUM
                     4.2
                                                                  BGM                  PAM   RDE
                     4.1                                                      TIM    RAM                            BAR
                                                                                                          IM
                                                                                     CFP
                     4.0                                                        SAI        UTM
                                                                                  ODP
                     3.9                                                                     SRC                            CAM
                                                                                        PPP
                                                                     BOP          UED        TCO              KM
                     3.8
                                                                                       BPM
                     3.7
                                                                                                  DSM
                     3.6                                                                          AA
                     3.5                       Tolerable Stragglers                                               Tertiary Focus Area
                                      Lesser Importance / Lesser Maturity Gap                            Lesser Importance / Greater Maturity Gap
                     3.4
                       -0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1
                                                                                 Average Maturity Gap
                                       2010 – 2012 Maturity Gap
 February 6, 2011                                                                                                                                          37
Sample IT-CMF High Level Assessment: Areas to
Focus On
•   Areas where the greatest          •   Areas of perceived importance
    improvement is desired
                                          − Risk Management
        − Strategic Planning              − Business Planning
        − Innovation Management           − Portfolio Management
        − Enterprise Architecture         − IT Leadership and Governance
          Management                      − Solutions Delivery
        − Knowledge Management            − Enterprise Architecture
        − Capability Assessment and         Management
          Management                      − Strategic Planning
        − Total Cost of Ownership
        − Benefits Assessment and
          Realisation



    February 6, 2011                                                       38
Sample IT-CMF High Level Assessment:
Recommendations for Action
•   Based on the analysis the greatest benefits will be derived
    from initiating projects in the following areas:
      − Enterprise Architecture Management
      − Total Cost of Ownership
      − Benefits Assessment and Realisation
•   Key building blocks to effective long-term development of
    professional IT function that delivers projects that create
    value
•   Highest priority areas based on current skills and
    competence and importance to the organisation, now and
    in the future

    February 6, 2011                                              39
Sample IT-CMF High Level Assessment: Enterprise
Architecture Management Overview
•   Enterprise architecture management provides the necessary models
    and practices for defining, planning and managing the business and
    IT capabilities
      − Models include business, data, applications and technology models and
        principles that support high-level enterprise assessments and investment
        trade-off decisions, as well as tactical, project-level designs and decisions
      − Practices include architecture development, assessments, strategy
        development, policies, standards and compliance
•   Value of increasing maturity
      − Managed complexity by increasing commonality and simplifying architectural
        design
      − Improved ROI by reducing development time and increasing speed to market
      − Enhanced competitive advantage by increasing flexibility and introducing new
        capabilities
      − Reduced business, IT and project-level risks by better planning
      − Improved architecture management practices and governance

    February 6, 2011                                                                    40
Sample IT-CMF High Level Assessment: Total Cost of
Ownership Overview
•   Understand how, why and from where IT is funded
      − Determine the scale, scope and sources of funding for IT and assign financial resources
        to IT activities
      − Establish a balance between Capital expenses and Operational expenses to optimise IT
        effectiveness
•   Track and control direct and indirect costs associated with IT infrastructure and
    systems
      − Understanding of total cost of ownership better informs budgeting and portfolio
        management processes
•   Active, ongoing review and adjustment of the IT spending plan to systematically
    ensure that allocated budgets are being spent effectively and are within budget
    parameters and governance model
•   Periodic offline review of IT spending vs. IT plan, which provides stimulus for re-
    profiling or reprioritisation of budgets
      − Ensures that budget targets are being met and improves quality of future forecasts
•   Policies, processes and tools used for calculating and distributing the costs of IT
      − Range of methods such as chargeback, transfer pricing, and allocation may be used to
        manage the cost of IT services and to influence the demand for IT services within an
        organisation


    February 6, 2011                                                                              41
Sample IT-CMF High Level Assessment: Benefits
Assessment and Realisation Overview
•   Establishing a common language, measurement and valuation
    framework to express the potential and document the actual
    business value (i.e., public and private) and business benefits
    realised through IT-Enabled investments, as defined and recognised
    by all stakeholders.
•   Systematic, objective and consistent organisational approaches to
    the following
      −    Benefits Planning
      −    Benefits Assessment
      −    Benefits Tracking and Measurement
      −    Benefit Realisation reporting
      −    Benefit Culture
•   Enabling a business value culture where management optimises IT’s
    contribution to business objectives

    February 6, 2011                                                     42
Benefits of Using the IT CMF Framework in the First
100 Days of a New CIO
•   IT CMF is a comprehensive overarching framework that encompasses all relevant
    IT practices
      − Agnostic of specific implementation frameworks
•   Covers entire landscape of IT competency
•   IT CMF is business-value oriented
•   Contains benchmarks to allow an organisation measure itself against similar
    organisations
•   Defines a structure to allow improvements to be measured
•   Identifies the key areas where the organisation wants or needs to improve to
    deliver business value
•   Identifies critical gaps in maturity that are preventing IT delivering business value
•   Identifies appropriate levels of maturity for the organisation for critical IT
    processes
•   Ensures the IT strategy is soundly anchored on delivering business value


    February 6, 2011                                                                        43
More Information

          Alan McSweeney
          alan@alanmcsweeney.com




 February 6, 2011                  44

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The First 100 Days for a New CIO - Using the Innovation Value Institute IT Capability Maturity Framework to Define a Roadmap

  • 1. The First 100 Days for a New CIO: Using the Innovation Value Institute IT Capability Maturity Framework to Define a Roadmap Alan McSweeney
  • 2. Objectives • To describe how the IVI (Innovation Value Institute) IT CMF (IT Capability Maturity Framework) can be used to define an effective business oriented workplan for the first 100 days February 6, 2011 2
  • 3. Importance of the First 100 Days For a New CIO • Important interval in the career of a newly appointed CIO • You will find many issues and problems that were not immediately apparent • Create a plan for the first 100 days that establishes priorities, approach, attitude, focus, tone, culture, standards • Need to set the longer-term agenda and build solid foundation for its delivery • Need to develop a vision for both the IT function and the business • Must not get stuck in analysis paralysis or making quick decisions • Short timeframe to assess current situation and what has to be done • Need to demonstrate progress quickly February 6, 2011 3
  • 4. Achieving the Correct Balance Spend consu ing the fi m rs plann ed with a t 100 days ing na mate activities lysis and rial a nd co with no Comm result ncrete itt long- ing to a de s assoc term pla tailed ia n and m ted organ and roles odel with isational a withi nd accoun defined n the t first 1 abilities 00 da ys • Need to achieve balance between analysis paralysis and making long-term commitments too quickly February 6, 2011 4
  • 5. Information Requirements for First 100 Days Gain understanding of business strategy and linkage to IT strategy Gain understanding of Gain understanding of organisation culture, the status of IT budget reporting lines, role of and financial situation and expectations from IT Information Gain understanding of IT Gain understanding of Requirements for organisational structure, in-flight projects, First 100 Days human resources, skills, initiatives processes and competencies Gain understanding of IT Gain understanding of portfolio, landscape, current problems and suppliers and issues infrastructure February 6, 2011 5
  • 6. Objectives of First 100 Days • Establish strong communications • Establish relationships with business and demonstrate understanding and that you are listening • Develop tactical plan • Start to create strategic plan linked to business strategy • Define success measurement criteria • Initiate the creation of a strategic plan • Demonstrate clarity of thought, vision and delivery • Define guiding principles, governance, processes and methodologies • Define target IT function operating structure and model • Start to address high visibility/priority issues and problems February 6, 2011 6
  • 7. Benefits of Using the IT CMF Framework to Create 100 Day Action Plan • Gathers high-level information quickly through structured consultative process • Creates a high-level view of what is important and where deficiencies exist • Demonstrates that you are listening • A rapid engagement that provides quick feedback • Allows an action plan to be established to focus on mix of strategic and day-to-day • Establishes a measurement framework to allow progress be evaluated • Focuses on how IT can deliver value to the business • Focuses on creating a business-focused IT organisation February 6, 2011 7
  • 8. Roadmap for First 100 Days Gather Create Tactical Deliver on Start Information Plan Tactical Plan Perform High Level IT CMF Assessment Address High Perform Visibility/ Optional Create Strategic Priority Detailed IT CMF Plan for IT Problems and Assessments Issues February 6, 2011 8
  • 9. Business Strategy • Business develops a business Business Vision strategy that contains defined high level aims and lower level objectives Business Strategy • Each objective will be subject to challenges that have to be overcome. Business Strategic • Achievement of the strategic Aims objectives needs to be subject to measurements Business Strategic Objectives Critical Success Challenges Measurements Factors February 6, 2011 9
  • 10. Business Strategy Linkage to IT Strategy • IT strategy follows from business Business Vision strategy • Ensure the organisation is making Business Strategy the best use of IT to deliver on its strategy Business Strategic Aims • Ensure the organisation is using IT effectively and efficiently Business Strategic Objectives IT Vision IT Strategy IT Architecture IT Implementation Plans and Business Cases February 6, 2011 10
  • 11. Innovation Value Institute (IVI) and IT-CMF (IT Capability Maturity Framework) • IVI is developing an the IT-CMF as a systematic framework for improving IT capability and identifying and prioritising opportunities, reducing cost and optimising the business value of IT investments (see http://ivi.nuim.ie/) − Based on an Intel framework and initially developed as part of Intel’s IT transformation (see Managing Information Technology for Business Value http://www.intel.com/intelpress/sum_bv.htm) − Reviewed and tested with 200+ CIOs • Objectives of IT CMF − To assess current practices − To understand opportunity and value of increasing maturity − To bridge structural gaps in other assessment frameworks February 6, 2011 11
  • 12. IT CMF High Level Framework Managing IT Like a Managing Business the IT Budget Managing the IT Managing IT for Capability Business Value • IT CMF structured into four high-level processes for value- oriented IT management February 6, 2011 12
  • 13. IT CMF High Level Framework Managing IT Like a Managing the IT Managing the IT Managing IT for Business Budget Capability Business Value Managing IT like a Managing the IT budget Managing the IT Managing IT for business business involved using involves effective capability is concerned value involves aligning IT solid professional financial management to with what information investments to overall business practices and reduce costs to free funds technology and the IT business benefits. applying them to the IT for investment in organisation can do function and involves innovative IT solutions collectively for the shifting the focus from that deliver better value organisation. Underlying focus areas production and and performance. include value and benefits technology to a focus on delivery and portfolio customers and services. Underlying focus areas management. Underlying focus areas include traditional IT include budget factory functions like Underlying focus areas management and solutions delivery and include leadership, performance sustaining services provisioning governance, alignment and making new and management investments and portfolio processes. planning. February 6, 2011 13
  • 14. IT CMF • IT CMF is a meta-framework that identifies an IT organisation’s maturity in key critical practices − Comprehensive overarching framework that encompasses all relevant IT practices and sits above implementation frameworks − Does not mandate the use of specific implementation frameworks • Identifies the key areas where the organisation wants or needs to improve to deliver business value − Identifies critical gaps in maturity that are preventing IT delivering business value − Identifies appropriate levels of maturity for the organisation for critical IT processes • Contains benchmarks to allow an organisation measure itself against similar organisations • Defines a structure to allow improvements to be measured • Implementation of specific critical practices improvements devolved to implementation frameworks • Objective view of IT competency and maturity across all of IT February 6, 2011 14
  • 15. IT CMF Framework • Contains − Assessment approach to determine an IT organisation's maturity − Best practices associated with outcomes and metrics for their measurement • Benefits − A comprehensive and detailed framework to collect and provide management information on critical processes within the IT function of an organisation − Processes designed, selected and defined as those that ensure that IT delivers business value − Provides a view of the level of maturity of the IT function − Identifies areas where effort should be focussed in order to add value − Enable IT to be responsive to business needs February 6, 2011 15
  • 16. IT CMF Framework • IT CMF framework closes the loop on Managing Managing Information IT Like a the IT Technology Business Budget delivering value to the business Closing the Loop Between Cost and Value Managing IT for Realising Managing and Assessing and Value Delivering IT Capability February 6, 2011 16
  • 17. IT Capability Maturity Framework - Standard Framework to Benchmark IT’s Level of Value to Business • Five maturity levels to assess and optimise value of IT Managing IT Like Managing the Managing the Managing IT for • A comprehensive and a Business IT Budget IT Capability Business Value detailed framework to collect and provide management Sustainable Corporate Core Optimising 5 Value Centre Optimised Value information on critical Economic Model Competency processes within the IT Options and function of an Investment Expanded Strategic Advanced 4 Portfolio organisation Centre Funding Options Business Partner Management • Processes designed, selected and defined as Systemic Cost Technology ROI & Business 3 Service Centre those that ensure that IT Intermediate Reduction Expert Case delivers business value • Provides a view of the Predictable Technology 2 Cost Centre TCO level of maturity of the Basic Performance Supplier IT function • Identifies areas where 1 Beginning effort should be Initial focussed in order to add value • Enable IT to be One of the Tools Used to Manage responsive to business Journey to Becoming a Value Centre needs February 6, 2011 17
  • 18. IT CMF Detailed Structure – Comprehensive View of Core Competencies Required of an IT Organisation Managing IT Like a Managing the Managing the Managing IT for Business IT Budget IT Capability Business Value IT Leadership & Enterprise Architecture ITG Governance FF Funding & Financing EAM Management TCO Total Cost of Ownership Business Process BG Technical Infrastructure Benefits Assessment & BPM Management Budget Management TIM Management BAR Realisation M Portfolio Planning & BP Business Planning PPP Prioritisation PAM People Asset Management PM Portfolio Management Budget Oversight & Knowledge Asset SP Strategic Planning BOP Performance Analysis KAM Management Demand & Supply Relationship Asset DSM Management RAM Management Capacity Forecasting & Research, Development, & CFP Planning RDE Engineering RM Risk Management SD Solutions Delivery AA Accounting & Allocation SRP Service Provisioning Organisation Design & ODP Planning UTM User Training Management SRC Sourcing UED User Experience Design Program & Project IM Innovation Management PPM Management Service Analytics & SAI Intelligence SUM Supplier Management Capability Assessment & SICT Sustainable ICT CAM Management February 6, 2011 18
  • 19. IT CMF High Level Assessment Overview • Objective maturity assessment of IT management practices, identifying both gaps and potential over investments Managing Managing IT the Managing the for business Managing IT like a business IT budget IT capability value Risk of competitive 5 Risk of competitive disadvantage due to disadvantage due to below over-investment? below-average maturity? 4 Industry Average 3 Organisation’s Current Maturity Level 2 1 Core Competency ITG BPM BP SP DSM CFP RM AA ODP SRC REM IM PQM SAI FF BGM PPP BOP EAM TIM PAM ICM RAM RDE SD SRP UMT UED PPM SUM VCM CAM TCO BAR PM IAP Area Within IT Can be applied across all IT functions CMF Framework or in a selected set of areas February 6, 2011 19
  • 20. IT Value Contribution Increases with Maturity Maturity Level IT Value Contribution IT enables and drives business value creation and business 5 opportunities High Optimising IT is fully aligned with business strategy and anticipates business needs 4 IT focuses on business value creation Advanced Value oriented IT management using various industry best practices Increasing 3 IT directly contributes to business value creation in some areas contribution Intermediate IT turns toward focusing on business value creation, but is mostly understood as to business service provider value as the IT mainly provides services allowing business to create value IT 2 organisation Basic IT focuses on delivering solutions for business needs, but not a value creator on its own increases its maturity Low IT disconnected from business value creation 1 Initial IT is not an integral part of value creation Organisation must be able to translate IT maturity into business value contribution February 6, 2011 20
  • 21. IT CMF Provides Framework to Link Business Strategy to IT Strategy Business Vision Business Strategy Business Context Business Strategic Aims Business Strategic Objectives Managing IT Like a Business IT Context Managing IT for Managing the IT Managing the IT Business Budget Capability Value February 6, 2011 21
  • 22. Using IT CMF to Define a Business Oriented Information Technology Strategy Identify Gaps Where Perform High Level Define Overall Plan the Organisation Current State to Achieve Planned Wants or Needs to Maturity Process Maturity Improve to Deliver Assessment Levels Business Value Perform Optional Detailed “Deep Dives” Into Specific Competency Areas, if Required, to Identify Detailed Gaps and Issues February 6, 2011 22
  • 23. IT CMF Assessment Conducted in Three Phases and Takes Around 3-4 Weeks Activity Beforehand Week 1 Week 2 Week 3 Week 4 0 Selection of assessment team 1 Initial kick-off meeting and preparation Complete individual assessment (answering questionnaire) Collect additional data 2 (based on data already consolidated in organisation) Analysis of collected data and questionnaires Conduct individual interviews (for validation of initial maturity estimate) Final Review results and analyse findings workshop Prepare assessment report Identify practices to be implemented for Review initial 3 improving maturity and business value results Workshop to share and discuss assessment results and collect feedback on assessment Milestones of assessment Initial maturity Validated Final assessment maturity results assessment (incl. action plan) Today • Assessments consist of questionnaires that gather information • Supported by best practice documentation and database of benchmarks February 6, 2011 23
  • 24. Sample IT-CMF High Level Assessment: Purpose of Performing Survey • Objective was to measure the perceived importance and perceived current level of maturity/skills and desired level of maturity in two years in order to identify areas to focus on to derive the greatest benefit • Measures maturity and importance along 32 critical processes – areas where IT should have good skills, experience and maturity - in order to ensure that the IT function delivers value to the business • Allows comparison to other organisations • Not just about measuring IT but also concerned with measuring how those outside IT view the IT function • Primary focus in on IT delivering value to the business February 6, 2011 24
  • 25. Sample IT-CMF High Level Assessment: IT Posture • Summarises view of − Technology adoption preference − Deployment of IT to support business activity − IT in relation to competitive advantage − IT and outsourcing preferences − IT and business value management − IT and business requirements management − Level of IT investment • Average score is 60 • Organisation score is 42 • General view is that the organisation do not view that full advantage is not taken of IT − IT lags behind business needs rather than leads the business − Lower than average investment in IT − Not actively seeking innovation − Not using IT for business value February 6, 2011 25
  • 26. Sample IT-CMF High Level Assessment: IT Value Performance • Summarises the organisation’s view of the importance and actual perceived performance responses to the following questions − Cost Effective Use of IT − Effective Use of IT for Business Growth − Effective Use of IT for Asset Utilisation − Effective Use of IT for Business Flexibility − Aggregate view of importance is very high – 16.5 out of 20 • Aggregate view of performance is much lower – 10 out of 20 • Gap between importance and performance Importance Performance Cost Effective Use of IT 4.5 3.2 Effective Use of IT for Business Growth 4 2.4 Effective Use of IT for Asset Utilisation 3.7 2.2 Effective Use of IT for Business Flexibility 4.3 2.2 Total 16.5 10 February 6, 2011 26
  • 27. Sample IT-CMF High Level Assessment: High Level Process Maturity Highest maturity in Consistent aspiration to cost-related • Generally low level 2 increase maturity across all competencies maturity across the four competencies groups of IT competence areas − Shows a low level of maturity across all processes • Aspiring to increase of 1-1.5 maturity levels in all areas − Shows a consistent desire to improve maturity across all processes − A consistent increase of 1-1.5 maturity levels will require a large investment − Need to balance the need to improve with the resources required − Need to focus efforts on those areas that will yield the greatest benefit Low maturity in business February 6, 2011 value competencies 27
  • 28. Sample IT-CMF High Level Assessment: High Level Process Maturity • Shows the current and desired maturity and 25th, 50th and 75th percentiles of similar measures on benchmarked organisations • Shows that the organisation is around the 25% percentile in terms of maturity across all processes when compared with other organisations • 75% of organisations are currently more mature • Stated desire is to exceed 75% percentile of maturity when compared with other organisations in two years – how realistic is this? February 6, 2011 28
  • 29. Sample IT-CMF High Level Assessment: Critical Processes Maturity February 6, 2011 29
  • 30. Sample IT-CMF High Level Assessment: Critical Processes Maturity • Areas where the greatest • Perceived core competency improvement is desired importance 1. Strategic Planning 1. Risk Management 2. Innovation Management 2. Business Planning 3. Enterprise Architecture 3. Portfolio Management Management 4. IT Leadership and Governance 4. Knowledge Management 5. Solutions Delivery 5. Capability Assessment and 6. Enterprise Architecture Management Management 6. Total Cost of Ownership 7. Strategic Planning 7. Benefits Assessment and Realisation February 6, 2011 30
  • 31. Sample IT-CMF High Level Assessment: Critical Processes Ranked by Importance February 6, 2011 31
  • 32. Sample Using the IT CMF Assessment Results to Assist in Defining an Improvement Strategy 1. Identify and focus on areas of required IT competency classified by their perceived importance and current maturity and prioritised by lack of balance 2. Identify and focus maturity gaps in areas of required IT competency prioritised by importance 3. Create a mixed approach February 6, 2011 32
  • 33. Sample IT-CMF High Level Assessment: Importance Vs Current Maturity • Shows the IT CMF Maturity process areas classified by their perceived importance and current maturity and prioritised by lack of balance • Classification of current maturity and importance • Identify overlap between low current maturity and high importance to recognise areas to focus on Importance February 6, 2011 33
  • 34. Sample IT-CMF High Level Assessment: Importance Vs Current Maturity 5.0 Maturity 4.5 PPM 4.0 BOP FF 3.5 PPP SRP 3.0 TIM ODP SD BGM ITG 2.5 BP CFP RDE PM RM RAM BAR PAM UED KM 2.0 AA SUM SRC DSM EAM BPM SP 1.5 CAM IM UTM SAI TCO 1.0 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 February 6, 2011 Importance 34
  • 35. Sample IT-CMF High Level Assessment: Importance Vs Current Maturity 5.0 Maturity 4.5 PPM FF 4.0 BOP 3.5 SD 3.0 TIM ODP SRP PPP BGM ITG 2.5 BP PM RDE RM CFPRAM PAM SRC KM BAR 2.0 AA SUM DSM UED EAM BPM SP 1.5 CAM IM TCO SAI UTM 1.0 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 Importance February 6, 2011 35
  • 36. Sample IT-CMF Matrix: Importance Vs Maturity Gap • Shows the process maturity gap (difference between perceived current maturity and desired future maturity) classified by perceived importance 1. Risk Management 2. Business Planning 3. Portfolio Management 4. IT Leadership and Governance 5. Solutions Delivery 6. Enterprise Architecture Management 7. Strategic Planning February 6, 2011 36
  • 37. Sample IT-CMF Matrix: Importance Vs Maturity Gap 5.1 Biz Bud Cap Val Secondary Focus Area Primary Focus Area 5.0 More Important / Lesser Maturity Gap RM More Important / Greater Maturity Gap 4.9 PM 4.8 4.7 BP 4.6 4.5 4.4 ITG SD PPM FF SP EAM 4.3 SRP Importance SUM 4.2 BGM PAM RDE 4.1 TIM RAM BAR IM CFP 4.0 SAI UTM ODP 3.9 SRC CAM PPP BOP UED TCO KM 3.8 BPM 3.7 DSM 3.6 AA 3.5 Tolerable Stragglers Tertiary Focus Area Lesser Importance / Lesser Maturity Gap Lesser Importance / Greater Maturity Gap 3.4 -0.1 0.0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 Average Maturity Gap 2010 – 2012 Maturity Gap February 6, 2011 37
  • 38. Sample IT-CMF High Level Assessment: Areas to Focus On • Areas where the greatest • Areas of perceived importance improvement is desired − Risk Management − Strategic Planning − Business Planning − Innovation Management − Portfolio Management − Enterprise Architecture − IT Leadership and Governance Management − Solutions Delivery − Knowledge Management − Enterprise Architecture − Capability Assessment and Management Management − Strategic Planning − Total Cost of Ownership − Benefits Assessment and Realisation February 6, 2011 38
  • 39. Sample IT-CMF High Level Assessment: Recommendations for Action • Based on the analysis the greatest benefits will be derived from initiating projects in the following areas: − Enterprise Architecture Management − Total Cost of Ownership − Benefits Assessment and Realisation • Key building blocks to effective long-term development of professional IT function that delivers projects that create value • Highest priority areas based on current skills and competence and importance to the organisation, now and in the future February 6, 2011 39
  • 40. Sample IT-CMF High Level Assessment: Enterprise Architecture Management Overview • Enterprise architecture management provides the necessary models and practices for defining, planning and managing the business and IT capabilities − Models include business, data, applications and technology models and principles that support high-level enterprise assessments and investment trade-off decisions, as well as tactical, project-level designs and decisions − Practices include architecture development, assessments, strategy development, policies, standards and compliance • Value of increasing maturity − Managed complexity by increasing commonality and simplifying architectural design − Improved ROI by reducing development time and increasing speed to market − Enhanced competitive advantage by increasing flexibility and introducing new capabilities − Reduced business, IT and project-level risks by better planning − Improved architecture management practices and governance February 6, 2011 40
  • 41. Sample IT-CMF High Level Assessment: Total Cost of Ownership Overview • Understand how, why and from where IT is funded − Determine the scale, scope and sources of funding for IT and assign financial resources to IT activities − Establish a balance between Capital expenses and Operational expenses to optimise IT effectiveness • Track and control direct and indirect costs associated with IT infrastructure and systems − Understanding of total cost of ownership better informs budgeting and portfolio management processes • Active, ongoing review and adjustment of the IT spending plan to systematically ensure that allocated budgets are being spent effectively and are within budget parameters and governance model • Periodic offline review of IT spending vs. IT plan, which provides stimulus for re- profiling or reprioritisation of budgets − Ensures that budget targets are being met and improves quality of future forecasts • Policies, processes and tools used for calculating and distributing the costs of IT − Range of methods such as chargeback, transfer pricing, and allocation may be used to manage the cost of IT services and to influence the demand for IT services within an organisation February 6, 2011 41
  • 42. Sample IT-CMF High Level Assessment: Benefits Assessment and Realisation Overview • Establishing a common language, measurement and valuation framework to express the potential and document the actual business value (i.e., public and private) and business benefits realised through IT-Enabled investments, as defined and recognised by all stakeholders. • Systematic, objective and consistent organisational approaches to the following − Benefits Planning − Benefits Assessment − Benefits Tracking and Measurement − Benefit Realisation reporting − Benefit Culture • Enabling a business value culture where management optimises IT’s contribution to business objectives February 6, 2011 42
  • 43. Benefits of Using the IT CMF Framework in the First 100 Days of a New CIO • IT CMF is a comprehensive overarching framework that encompasses all relevant IT practices − Agnostic of specific implementation frameworks • Covers entire landscape of IT competency • IT CMF is business-value oriented • Contains benchmarks to allow an organisation measure itself against similar organisations • Defines a structure to allow improvements to be measured • Identifies the key areas where the organisation wants or needs to improve to deliver business value • Identifies critical gaps in maturity that are preventing IT delivering business value • Identifies appropriate levels of maturity for the organisation for critical IT processes • Ensures the IT strategy is soundly anchored on delivering business value February 6, 2011 43
  • 44. More Information Alan McSweeney alan@alanmcsweeney.com February 6, 2011 44