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A Capability Maturity Frameworkfor Sustainable ICTBrian Donnellan - Innovation Value InstituteCharles Sheridan – Intel Cor...
SICT Drivers                   Self-interest (image,                competitive differentiation)    Economics             ...
Two Faces of SICTExternal to IT data collection      collaborative           web                 smart buildings and repor...
Challenges for the CIO                         Complexity                         and rapid                         evolut...
IVI formed to create IT capability maturity framework – creating newapproaches, leveraging existing standards and addressi...
IT Capability Maturity Framework                                   6
SICT acts as a standalone critical process with increasingmaturity as well as influencing other critical processes in IT  ...
IVI SICT Assessment Process               Scope &          •  Define the scope and goal of SICT                Goal       ...
The IVI Approach to SICT1	     Assess status and update baseline                              1                           ...
Sustainable ICT: Categories and building blocks             CapabilityCategory                           Description      ...
Increasing maturity involves systematically improvingcapability in nine key ‘Capability Building Blocks’                  ...
SICT Assessment Results  Maturity of capability building blocks           Initial   Basic    Intermediate   Advanced      ...
SICT Assessment Results                                                   "“We have the right technologies and platform.  ...
IVI SICT Assessment outputs                              14
Insight from Assessments•  Obtain Senior Management’s Vision •  Clear business vision for sustainability with goals and mi...
Further InformationB. Donnellan, C. Sheridan, and E. Curry, “ACapability Maturity Framework for SustainableInformation and...
Credits:   Sheila Upton   Paul Lidbetter  Andrew Stewart Maurice O’Connor    John Shaw  Theodora Ngosi   Louise OgdenEmanu...
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A Capability Maturity Framework for Sustainable ICT

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Researchers estimate that information and communication technology (ICT) is responsible for at least 2 percent of global greenhouse gas (GHG) emissions. Furthermore, in any individual business, ICT is responsible for a much higher percentage of that business's GHG footprint. Yet researchers also estimate that ICT can provide business solutions to reduce its GHG footprint fivefold. However, because the field is new and evolving, few guidelines and best practices are available. To address this issue, a consortium of leading organizations from industry, the nonprofit sector, and academia has developed and tested a framework for systematically assessing and improving SICT capabilities. The Innovation Value Institute (IVI; http://ivi.nuim.ie) consortium used an open-innovation model of collaboration, engaging academia and industry in scholarly work to create the SICT-Capability Maturity Framework (SICT-CMF), which is discussed in this paper.

B. Donnellan, C. Sheridan, and E. Curry, "€œA Capability Maturity Framework for Sustainable Information and Communication Technology,â€" IEEE IT Professional, vol. 13, no. 1, pp. 33-40, Jan. 2011.

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A Capability Maturity Framework for Sustainable ICT

  1. 1. A Capability Maturity Frameworkfor Sustainable ICTBrian Donnellan - Innovation Value InstituteCharles Sheridan – Intel CorporationEdward Curry – Digital Enterprise Research Institute
  2. 2. SICT Drivers Self-interest (image, competitive differentiation) Economics Social, cultural and Savings political influence Sustainable ICTEnvironmental Industry and External Concerns Business Pressures Regulatory & Compliance Requirements 2
  3. 3. Two Faces of SICTExternal to IT data collection collaborative web smart buildings and reporting technologies conferencingde-materialization Internal to IT e-waste data centre design Virtualisation, cloud Power Mgmt., PC and operations computing refresh cycle e-procurement 3
  4. 4. Challenges for the CIO Complexity and rapid evolution of CIO SICT Lack of agreed and consistent standards Evolving regulations and legislation around the world The need for new SICT metrics and measures Lack of expertise in SICT 4
  5. 5. IVI formed to create IT capability maturity framework – creating newapproaches, leveraging existing standards and addressing "value" gap Steering patrons www.ivi.ie IVI membership includes leading enterprises, consulting, not-for-profit, government and academic organisations.
  6. 6. IT Capability Maturity Framework 6
  7. 7. SICT acts as a standalone critical process with increasingmaturity as well as influencing other critical processes in IT IVI CMF SICT Maturity Curve Additional/amended CP-specific (all critical processes) - supports creation of critical practices to improve sustainability process with specific maturity sustainability practices, outcomes, metrics. Example Portfolio Planning & Prioritisation PPP (SICT specific) S PPP board decisions I demonstrably take Sustainability C criteria into account. SICT-specific T KPIs include: Ø % of PPP board approvals that include sustainability criteria Ø % of portfolio planning discussions that include IT BU and organisation-wide sustainability objectives 7
  8. 8. IVI SICT Assessment Process Scope & •  Define the scope and goal of SICT Goal •  Agree on the business posture •  Assess current maturity Understand •  Online assessments Capability •  Individual interviews •  Data collection to validate Develop •  Develop SICT Capability Capability Building Blocks •  Assess and manage progress over time Manage •  Develop a roadmap and action plan •  Yearly follow-up assessments 8
  9. 9. The IVI Approach to SICT1   Assess status and update baseline 1 Assessment2   Design solution model for next phase 5 2 Improvement Design3   Implement strategy and transition to next capability level4   Operate under new SICT capability level using metrics 4 3 Operation Transition5   Define improvement paths based on operational experience and metrics results 9
  10. 10. Sustainable ICT: Categories and building blocks CapabilityCategory Description Building Block Definition and execution of ICT sustainability strategy to influence and align to AlignmentStrategy & business sustainability objectivesPlanning Objectives Definition and agreement of sustainability objectives for ICT Operations & Life Cycle Sourcing, operation and disposal of ICT systems to deliver sustainability objectivesProcess ICT-Enabled Provision of ICT systems that enable improved sustainability outcomes across theManagement Business Processes extended enterprise. Performance & Reporting and demonstration of progress against ICT specific and ICT enabled Reporting sustainability objectives, within the ICT business and across the extended enterprise. Definition, communication and use of common sustainability language and vocabulary Language across ICT and other business units including the extended enterprise, to leverage aPeople & common understandingCulture Embedding of sustainability principles across ICT and the extended enterprise. Adoption Evangelising of sustainability successes and contributing to industry best practice Enablement and demonstration of compliance with both ICT and Business External Compliance sustainability legislation and regulation . Clear accountability for sustainability rolesGovernance and decision making across ICT and the enterprise Establishment of common and consistent policies to support an ICT sustainability Corporate Policies strategy to meet current and future sustainability objectives, as part of periodic review. 10
  11. 11. Increasing maturity involves systematically improvingcapability in nine key ‘Capability Building Blocks’ Collaboration with extended enterprise; Optimised Pro-active development with external input Pro-active communication Advanced and feedback with business; Clear professional career track Regular consultation Intermediate with business, Formalised roles and responsibilities Formal technology roles within projects, Basic Key stakeholders identified and informed Ad hoc No SICT roles & Responsibilities, Ad hoc, project-based 11
  12. 12. SICT Assessment Results Maturity of capability building blocks Initial Basic Intermediate Advanced Optimising Alignment (A1) Strategy and Planning (A) Objectives (A2) Operations and Life Cycle (B1) Process ICT Enabled Sustainable Business Management Process (B2) (B) Performance Measurement and Reporting (B3) Adoption (C1) People and Culture (C) Language (C2) Regulatory Compliance (D1) Governance (D) Corporate Policies (D2) Benchmark Benchmark Range Median 12
  13. 13. SICT Assessment Results "“We have the right technologies and platform. We just have to ensure organization wide Alignment (A1) Strategy and awareness and mindset shift” Company A Planning (A) Objectives (A2) “Implementation - We seem to have the most problem with follow through, taking the idea Operations and Life Cycle (B1) all the way to whichever edge would have us Process realize the visualized returns“ Company B ICT Enabled Sustainable Business Management Process (B2) (B) Performance Measurement and “We need to be active in practicing what we Reporting (B3) preach” Company C Adoption (C1) People and “Environment has to be part of everyone’s job Culture (C) not just the environment team but will take Language (C2) longer for different functions to take on… need to change mindset” Company D Regulatory Compliance (D1) Governance (D) “SICT will only become a reality when Business Corporate Policies (D2) Units decide they are behind it and change demands and behaviour”. Company E 13
  14. 14. IVI SICT Assessment outputs 14
  15. 15. Insight from Assessments•  Obtain Senior Management’s Vision •  Clear business vision for sustainability with goals and milestones •  Senior-level drive, visibility, and communication•  Engage IT and Business Operations •  Assessment can be a wake-up call for both parties •  Broad actions needed across both IT & the business—not just in IT•  Accept Cultural Change •  Embed SICT into the everyday work routine •  Success requires SICT to be viewed as “business as usual” •  Incentives can drive cultural change•  Understand the Potential and Expand Expertise •  Misconception remains that sustainability typically represents a cost •  SICT skills and experience are still in short supply •  Education is critical to changing this skills shortage 15
  16. 16. Further InformationB. Donnellan, C. Sheridan, and E. Curry, “ACapability Maturity Framework for SustainableInformation and Communication Technology,” ITProfessional, vol. 13, no. 1, pp. 33-40, Jan. 2011.E. Curry and B. Donnellan, “Understanding theMaturity of Sustainable ICT,” in BeyondEfficiency: Business Process Management forthe Sustainable Enterprise, S. S. Jan vomBrocke, Ed. Springer, 2011.Innovation Value Institute – www.ivi.ieContactbrian.donnellan@nuim.iecharles.g.sheridan@intel.comedward.curry@deri.org 16
  17. 17. Credits: Sheila Upton Paul Lidbetter Andrew Stewart Maurice O’Connor John Shaw Theodora Ngosi Louise OgdenEmanuelle Saussier Benoit Hudzia Stephen Dawson 17

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