This document provides instructions for assessing the stage of IT maturity at a YMCA organization. It describes the five stages of maturity as Chaotic, Reactive, Proactive, Service, and Value. Users are instructed to use the assessment tool to score their YMCA's technology management, compare the scores to target levels, and identify areas for improvement by referring to additional guidance documents. The ultimate goal is to work towards aligning technology more closely with the YMCA's mission and strategic plan.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
World Class organizations capture workload distribution across multiple project and programs to identify capacity gaps and review the most efficient process for managing capacity. During this webinar I will discuss how to:
• Create a pull resource planning process
• Develop a systematic capacity process
• Implemented a principles resource center decision framework
To learn more: http://developingaculturethatworks.com/
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
World Class organizations capture workload distribution across multiple project and programs to identify capacity gaps and review the most efficient process for managing capacity. During this webinar I will discuss how to:
• Create a pull resource planning process
• Develop a systematic capacity process
• Implemented a principles resource center decision framework
To learn more: http://developingaculturethatworks.com/
Cobit as IT Management Best Practice Frameworkjg20001234
Cobit as IT Management Best Practice Framework.
What are the IT management issues that COBIT can help to solve?
How COBIT is one of the most comprehensive IT management best practice frameworks - from IT Strategy, Architecture, Portfolio Management to Programme and Project Management to SDLC Management to Service Support and Delivery and Measure/Evaluate.
Also, mapping of COBIT to various IT Management best practices as well as a look at the future COBIT v5 from an IT Managmenet Framework perspective.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
IT Project Portfolio Planning Using ExcelJerry Bishop
To provide a simple and transparent paper-based method for setting up an IT project portfolio using Excel.
Excel Workbook for this presentation also in my Slideshare uploads.
Cobit as IT Management Best Practice Frameworkjg20001234
Cobit as IT Management Best Practice Framework.
What are the IT management issues that COBIT can help to solve?
How COBIT is one of the most comprehensive IT management best practice frameworks - from IT Strategy, Architecture, Portfolio Management to Programme and Project Management to SDLC Management to Service Support and Delivery and Measure/Evaluate.
Also, mapping of COBIT to various IT Management best practices as well as a look at the future COBIT v5 from an IT Managmenet Framework perspective.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
IT Project Portfolio Planning Using ExcelJerry Bishop
To provide a simple and transparent paper-based method for setting up an IT project portfolio using Excel.
Excel Workbook for this presentation also in my Slideshare uploads.
Maturity modle proposal v1 networked business quickversionJan Kwiecien
Maturity model early draft for a model of mapping and measuring companies digital maturity.
Slides are done by Nikola Krunic (@nkrunic)
Background: We(@NetBusOrg) have recently started an exciting new international research project in collaboration with CBS and a multitude of large and small companies. We are going to map the digital networked business maturity in more than 20 countries in the next 3 years. And appart from gathering data for academic research we are building and online service where companies can get an overview of the their own digital maturity and benchmark this against e.g. their industry.
Introduction
Welcome and purpose of workshop
Brief overview of iTaNGO project and resources
ICT planning
This practical session will take participants through the steps to effectively aligning ICT planning to strategic plans. Through exposure to some recent examples from the sector; and application of learning, participants will increase their knowledge of how to write their own ICT plans when back in their organisation.
The Business of IT - Managing Performance by Implementing StrategyPaul Wohlleben
The above article was published in the February 2005 edition of FEDTECH Magazine. It provides my thoughts on how CIO's should measure performance, deliver results, and ensure accountability once strategy has been set. The article is one in the series I write entitled "The Business of IT."
Never before has Information Technology (IT) played a more important role in bringing competitive advantage to an organization. Yet IT has never before been more complex. In the past, the mainframe paradigm provided turnkey solutions to complex business problems. The functionality was provided by
the software vendor, which may have also been the hardware vendor. The business processes were adapted to this functionality. As these processes evolved it was discovered that the systems were not sufficiently flexible or adaptable to meet the new demands of the business. The introduction of distributed processing provided a means to deal with the inflexibility and monolithic nature of these legacy
applications.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
Mindtree distributed agile journey and guiding principlesMindtree Ltd.
Agile is all about delivering business value in short iterations at a sustainable pace, adapting to changing business needs. Agile software development focuses on early delivery of working software and considers working software as the primary measure of progress. It creates an environment that responds to change by being flexible and nimble. It discourages creation of extensive documents that do not add any value.
You may have heard of Hackathons, well Buildathons are similar but are focused on addressing and implementing real challenges. Here is a great way for your company to provide real support and Pro Bono help to a nonprofit in a one-day setting.
From the 2018 NTEN Nonprofit Technology Conference.
Capacity seems to be a hot buzzword, but do we really know what it means and how it relates to how we run our nonprofit?
This session will walk through a definition of capacity, share some models and tools to assess capacity, and go through some real world examples of how this plays out at nonprofits. Technology has a large role to play in building and accelerating capacity, but often it is just one of the many tools you need.
Learning Outcomes
Discuss the definition and concept of capacity
Tie the understanding of capacity to plans and the operations of a nonprofit
Learn ways to assess capacity through different models
The Role of Technology in Managing the Operations of a Nonprofit #17ntc Steve Heye
Leadership must change how they manage operations, which will require the right technology, and tech teams must change how they work with the organization to impact operations. This session will look at how to manage these shifts.
As nonprofits grow, spreadsheets and workarounds ease the growing pains, but at some point they just aren’t enough. The challenge only increases when a nonprofit waits too long to address the problem, building up an operations debt requiring massive changes. But not all hope is lost—it’s possible to plan for upcoming needs and implement systems before needing a major fix.
Nonprofits typically face these operational challenges one at time, implementing a solution for each problem. But this approach builds numerous disparate systems that create data silos, limiting access to information and forcing manual processes between teams. A more purposeful approach to policies, staff, systems, processes, and change management, as a collaboration between leadership, IT, and operations, is critical.
This session presents both the leadership and IT perspectives. Everyone can benefit from hearing how leadership sees these challenges versus how IT sees them. You will learn about initial steps you can take today to prepare for organizational growth tomorrow as a team effort.
Enhancing Financial Data with InfographicsSteve Heye
2016 Minnesota Nonprofit Finance Conference presentation. How do you make your outcome story more compelling to your constituents? Adding financial data to a story creates a more concrete and actionable message. We will pick 2 examples of infographics with program outcomes and work through how you can add financial information in a meaningful way. In addition we will walk through what financial data you will need to collect, how to collect it and how to use it. Understanding financial information is no longer for just the accountants, we all have a responsibility to be fiscally informed and responsible.
Choosing Emerging Technology NCDC 2014 (National Catholic Development Confere...Steve Heye
How do you choose Emerging Technology? This presentation used examples based on how we shop at stores to how we select emerging tech. We also used three nonprofits as examples of how this is different for each org.
#15NTC NTEN Help Desk or Service Desk? (Align Nonprofit Technology)Steve Heye
We all know the traditional meaning behind an IT Help Desk: something breaks, you call, we fix. Moving to an IT Service Desk can add further meaning: we also work with you on the goal. But, with both of these, we still have a problem. IT has to wait for the organization to have a specific request to react to, we become a store where the customer is always right. Well guess what? The customer in this case is not always right, and IT should not be managed in a way that forces it to only fill requests and fix things. We will talk about how to manage a help desk while still allowing IT to be a partner to the organization.
#15NTC NTEN Strategy, IT\Mission Alignment and Outcomes (SIMO) Presentation (...Steve Heye
Does an organization’s overall strategy type have anything to do with the extent to which it aligns technology with its mission?
We say yes, and a study of 244 organizations agrees.
Does that connection have anything to do with how well an organization performs and achieves outcomes?
Again, we think so.
We would like to share those connections with you and help you see how the relationship between strategy, IT/mission alignment and performance in your organization can be strengthened to help you achieve outcomes.
Driving Organizational Change Dreamforce 2014 (Salesforce)Steve Heye
My presentation from 2014 Dreamforce all about how software implementation is no longer a technology project, it requires organizational change. My presentation tries to draw a difference between technology implementation and technology adoption.
Technology Planning for Small Orgs (at Nonprofits in Motion 2014 conference)Steve Heye
This presentation was about how small nonprofits should approach technology planning. It also included an ignite session which I uploaded to youtube at:
Tech Planning Smack Down! Tactical Vs. Strategic Vs. MissionalSteve Heye
Forget everything you know about Strategic Technology Planning. This session will open your eyes and mind to a new way of thinking about your technology planning. We will use real examples to walk you through the steps of creating the right technology plan for your organization. We will explore three different flavors of technology plans, Tactical, Strategic and Missional. Attendees will walk away with: 1) Understanding the flavors of technology plans: Tactical, Strategic, Missional; 2) Clear and achievable steps to implement with available resources; 3) Creative ways to involve your full organization and build innovation into your technology plans; 4) Methods to redirect the focus of your technology plans where it is needed most.
Balancing Project Management and Business Process for Long Term SuccessSteve Heye
Project and Business Process Management are critical elements in the long term success of your technology and should not be reserved for large projects. A Project Management Office (PMO) and a Business Process Management (BPM) Strategy on an ongoing basis will reduce risk, improve effectiveness, spur innovation and improve technology alignment. In this session, we will walk through practical and achievable strategies to implement PMO and BPM in your organization. After this session, attendees will learn: 1) the importance of PMO and BPM; 2) clear and achievable steps to implement with available resources; 3) methods to drive organization support and adoption of PMO and BPM.
YMCA of Metro Chicago Facebook Manual and Case StudySteve Heye
I led the creation of this case study and manual while I was at the YMCA of Metro Chicago. Although some part of this are outdated, much of it is timeless!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Empowering NextGen Mobility via Large Action Model Infrastructure (LAMI): pav...
IT Alignment (Tech capability and maturity) assessment
1. Instructions
This worksheet is designed to help you identify which stage of IT maturity your YMCA is currently in.The stages of maturity referred to in the
Assessment worksheet (Chaotic, Reactive, Proactive, Service, and Value) are described in great detail in Implementing IT Alignment, a document
written by the Y Tech committee. This document can be found on YMCAexchange, and may be helpful in gaining a deeper understanding of IT
maturity.
Understanding the Scores
Scoring a 5 in every row is not the objective of this tool. Some areas of this assessment may not be appropriate for your YMCA at this time. The
objective is consistently working to improve how your technology is aligned, not scoring the highest score. After scoring your YMCA, use the
Target column in the assessment tool to define where you think your YMCA should be. Then compare your YMCA's scores with the target scores
to see where improvement is needed.
Steps to Using the Tool
1. Use the Assessment tab to score your YMCA's technology management. To use the assessment, read each of the items across the row, then
decide which response most closely describes your YMCA. Look at the column header to find the value (1–5) of your response and enter that
value in the score column. Continue down the worksheet and fill in all of the score fields.
2. Click the Results tab to view a summary of your assessment. Be sure to look at which stage of maturity your YMCA is in overall. But also look at
the results by category to see whether there is a single category (Operations, Support-Training, Planning, Infrastructure) that has a large gap
between Score and Total possible.
3. Once you have reviewed the summary results, it is time to decide what needs to be done to improve your YMCA's technology. The first step is
to set your YMCA's target level for each item. Note that 5 is not always the best score for your YMCA; in some areas it may be more realistic and
more appropriate to target level 3 or 4.
4. To help you determine next steps, refer to Implementing IT Alignment, which is available on YMCAexchange.
2. Chaotic = 1 Reactive = 2 Proactive = 3 Service = 4 Value = 5 Rating Target Category
(1–5) (1–5)
How closely is The YMCA does not use The YMCA does not use The idea of mission-based Technology assets are seen as Technology assets are seen as
technology tied technology in support of its technology in support of its technology is not a foreign a mix of investments and investments rather than
to mission? mission. Information systems, mission. Information systems concept. However, day-to-day expenses. Some planning expenses. Strategic planning
if any, are used only for exist but are used only for issues often overshadow efforts have focused on efforts have focused on
routine business processes. routine business processes and realizing these goals. technology or accounted for a technology or accounted for a
automating tasks. technology component to technology component to Planning
support a new program. support a new program.
Is technology Technology is not represented Technology is mentioned as a YMCA technology staff YMCA technology staff YMCA technology staff have a
involved in the in the association's strategic needed resource but is not understand the mission and a understand the mission and deep understanding of the
strategic planning process or included in represented in the separate technology plan build a separate technology mission and are included in
planning the association's strategic plan. association's strategic planning exists that includes plan that includes the strategic planning process
No separate technology plan process. A separate technology replacement, upgrades, and replacement, upgrades, and and acknowledged to be a
process and the
exists. plan may exist, but is limited process improvements to best process improvements to best managed resource of the
strategic plan? to replacement and hardware support the organization. support the organization. YMCA. Technology staff
requirements. Technology is mentioned as a YMCA technology staff is advises on what is possible and
needed resource, and included in the strategic ways to be more effective.
technology staff is consulted planning process but with Technology is fully integrated
for some projects but does not limited access: staff is present throughout the association's
participate in the association's only to answer questions. strategic plan. All projects and Planning
stategic planning process. Technology is directly technology plans are tied to
mentioned as a tool the association's plan and
throughout the association's objectives.
strategic plan.
Are leadership Leadership and the board are Leadership and the board have Leadership and the board have Leadership shows full support Leadership strives for full
and the board unaware of technology and limited knowledge of how knowledge of current and understanding of current integration of the IT team into
supportive of operations needs beyond day- technology is supporting their technology in use, ongoing and future technology the organization, gives YMCA
operations and to-day requirements. operations. strategy, current challenges, strategies and works to engage technology staff authority to
and plans for future the whole organization with act at the leadership level, and
technology
improvement. IT. The board is aware of and shows ongoing support of
needs? has necessary information aligning IT with the mission,
about upcoming technology operations, and strategic plan.
projects. The board offers advice as Planning
possible and stays aware of
high-impact technology
projects.
Are all areas of The YMCA does not allocate The YMCA begins to actively Some departments or All departments at the YMCA The YMCA engages in regular
the YMCA any regular resources or look for ways to use programs regularly engage in regularly engage in technology-enabled process
actively planning for technology. technology to support new meetings with technology staff technology-enabled process improvements across
participating in service offerings or develop to identify technology needs, improvements across departments, branches, and
new programs. but the effort may not be departments, branches, and the association. It is tied to the
identifying
integrated across programs. the association. These overall strategy defined by the
technology improvements are measured technology steering
needs? for effectiveness and reviewed committee. These
for needed adjustments. improvements are measured Operations
for effectiveness and reviewed
for needed adjustments.
Is there a There are no reviews in place The YMCA tracks anecdotal All member feedback and All member feedback and All member feedback and
review of to measure how effective comments from members or surveys, formal and informal, surveys, formal and informal, surveys, formal and informal,
technology to technology is for members. staff about how effective are analyzed for areas where are analyzed for areas where are analyzed for areas where
measure technology is for members. technology may be able to technology may be able to technology may be able to
enhance service. enhance service. Member and enhance service. Member and
member
staff satisfaction with staff satisfaction with
impact? technology and procedures is technology and procedures is
reviewed annually. Member reviewed annually. Focus
and staff satisfaction with groups are held with members
technology and procedures is to discuss their experiences Planning
reviewed annually. with technology at the YMCA.
Results are evaluated and
integrated into strategic
planning.
3. Chaotic = 1 Reactive = 2 Proactive = 3 Service = 4 Value = 5 Rating Target Category
(1–5) (1–5)
Is technology There is no strategy to provide Considerations are made to A formal mechanism is in place A formal mechanism is in place A formal mechanism is in place
updated to members with new change technology based on to encourage and collect ideas to encourage and collect ideas to encourage and collect ideas
provide new opportunities through comments or suggestions and feedback from members and feedback from members and feedback from members
opportunities to technology. made directly by members. on technology, procedures, on technology, procedures, on technology, procedures,
and future plans. and future plans. The YMCA and future plans. The YMCA
members?
also offers online opportunities offers online opportunities for
for members to interact, learn, members to interact, learn,
and manage their and manage their
memberships. memberships. YMCA also gives
members online access to
fitness tracking, health tips, Planning
volunteer opportunities, and
more, based on their needs
and preferences.
How is There is no formal technology Limited funds are dedicated to Funds are dedicated to A technology fund equal to 2 A technology fund equal to 4
technology funding or budget. replacement. replacement, and technology to 4 percent of the operating to 6 percent of operating
funded? is upgraded on a regular budget is created for budget is created for
schedule. technology replacement and technology replacement, Planning
upgrades. upgrades, and new technology
or applications.
What is the No process or forum exists to Processes around technology Technology replacement and Technology is included in the Technology is included in the
technology examine technology needs, decisions and purchases are upgrades are tied to operating budget and is tied to operating budget and is
spending nor is there a technology informal but have been mostly department or branch department, branch, or aligned with the association's
process? budget. effective. requests, but there is no association operating plans business strategy and strategic
Planning
formal plan. with a formal plan to plan.
implement.
How are Technology is generally not Technology is regarded as an There is at least one individual There is a designated There is a designated
technology regarded as an asset. It asset that requires limited in the YMCA with the individual or committee to committee to oversee
assets requires attention only when it attention. capability to assess technology oversee technology issues. technology issues.
is broken. needs. Operations
managed?
Are technology There are no documented Technology policies and Technology policies and Technology policies and Comprehensive technology
policies defined? technology policies and procedures are minimally procedures are in procedures have been policies and procedures have
procedures. documented. development. developed and are being been developed and are used
Operations
implemented. association-wide.
How closely is Business processes are not Some business processes are All business processes are All business processes are All business processes are
technology tied defined or supported by defined but are not directly defined, and the technology defined and have been defined and have been
to the business technology. tied to technology plans. needed has been identified reviewed for consistency reviewed for consistency
process? and planned for. across the organization. across the organization.
Technology is identified and Technology staff, in
implemented to fully support conjunction with the IT
the YMCA's business processes. steering committee and all
business units, is actively Operations
improving processes by
upgrading the tools and
technology used.
Is the There is no network There is some network There is reliable network There is reliable network There is regularly monitored,
association-wide connectivity between sites and connectivity between sites and connectivity between sites and connectivity between sites and reliable network connectivity
network stable only limited Internet access. limited Internet access. adequate bandwidth for adequate bandwidth for between sites with adequate
and current? Internet use. Internet use, which is and expandable bandwidth for
Infrastructure
monitored for cost. Internet use.
Are you using Equipment, if existing, is Equipment is an ad hoc Equipment is up-to-date and Equipment is up-to-date, Equipment is up-to-date,
state-of-the- outdated or is the personal collection without a standard interoperable. It meets interoperable, and readily interoperable, and readily
shelf property of individual to measure it. standards set in Healthy and expanded. It exceeds all expanded. It exceeds all
technology? employees. Secure Computing. standards set in Healthy and standards set in Healthy and Infrastructure
Secure Computing. Secure Computing and meets
industry standards.
Are technology The technology inventory is There is some documentation There is electronic technology The technology infrastructure The technology infrastructure
assets actively not managed or documented. of the technology inventory. inventory tracking with a is approaching real-time is managed in real time. Infrastructure
monitored? replacement schedule management.
Is technology There are simple reports for There is consistent alert and Network monitoring is Capacity planning is beginning. There is aggregated capacity
capacity networks and management. event management. automated. planning across the
Infrastructure
monitored? association.
4. Chaotic = 1 Reactive = 2 Proactive = 3 Service = 4 Value = 5 Rating Target Category
(1–5) (1–5)
Is technology Support is ad hoc or Support is ad hoc or based There is generally someone on A designated individual or A designated team of support
support offered? nonexistent. solely on manufacturer’s site or on call to respond to team of support specialists is specialists with expertise in
warranty. technology problems. available to users. This team technology, operations,
offers expertise in some areas applications, and management
of YMCA operations. is available to users. These
users are regularly evaluated Support-Training
for their understanding and
effectiveness.
Is user support Users with computers are Users work with each other to Processes for reporting A structured process exists for A structured process exists for
offered? responsible for finding their find their own solutions. problems are informal but reporting and tracking reporting and tracking
own solutions. appropriate for the size of the problems. problems, along with a tool to Support-Training
YMCA. document cause analysis.
Is technology The timing of support The timing of support Support is not always timely, Support is reliable, timely, and Support is reliable, timely, and
support response is unpredictable. response is unpredictable but but users have learned work- consistent. Service-level consistent. Support staff
response bearable. arounds to use while awaiting agreements define support proactively seeks to resolve
measured and help. expectations for users, problems with business units.
technology staff, and all other Service-level agreements have
dependable? Support-Training
staff. been established and are
reported on regularly.
Is technology- Training is provided by Training is provided by Training is mostly provided by Super users for major business Super users for each business
systems training observation or “passed down” observation or “passed down” outside vendors, classes, or applications have been application have been
offered? among volunteers or among volunteers or consultants, but is available on identified, and time is allocated identified, time is allocated for
employees. employees, but documentation an as-needed basis. for this function in their job this function in their job
exists. Documentation exists. descriptions. Documentation descriptions, and a formal
exists and is regularly updated training schedule or plan
in an online resource. exists. Documentation exists, is Support-Training
regularly updated in an online
resource, and is integrated into
trainings.
Is ongoing There are very limited or no There are limited professional Training is included as part of Technology training is planned Technology training needs are
technology- professional training resources training resources available to a new system implementation. on a regular basis and is assessed on an annual basis,
systems training available to staff. staff. Follow-up training is limited to included in the overall then scheduled accordingly
offered? new employees when there is technology planning process. and included in the overall
turnover. technology planning process. Support-Training
Is technology Technology training is not Limited technology training is Technology training for new Technology training is Technology training is
training considered part of the YMCA’s considered part of the YMCA’s hires is generally available but integrated across the integrated with the
integrated with planning process. planning process for select is not systematic. association and is available to association's strategic and
all trainings? staff. all full-time staff. Training is an training plans. It is available at
available part of new-hire some level to all staff. Training Support-Training
orientation. is an integrated part of new-
hire orientation.
Is data actively There are no clear definitions There are minimal definitions Some of the YMCA's data The YMCA has defined and The YMCA has defined,
managed? of data needs. Only minimal of data needs. Only minimal needs have been clearly documented its data needs standardized, and documented
data is collected for billing and data is collected for billing and defined, but they are not across the organization in each its data needs for all levels of
reporting purposes. reporting purposes. uniformly documented. area of service. the organization, including the
board. Data needs are tied to
staff decision-making needs Infrastructure
and the strategic plan.
Have data needs Clear definitions of data Clear definitions of data The underlying calculations or The majority of data elements All data elements are clearly
for reports been elements on reports are elements for reports are algorithms are documented for are clearly defined for each defined for each report and
identified? lacking throughout the YMCA. emerging throughout the some reports, but not all. report and each program. each program, with
YMCA. established metrics to measure Infrastructure
against.
Have data Data is entered from a variety Data is entered from a variety Data input documents are well Data input documents are well Data input documents are well
quality of sources without defined of sources with some defined defined, with some procedures defined, and report defined, and report
standards been procedures. procedures. for data entry and some specification documents with specification documents with
set? accuracy standards set. written procedures for data clearly written procedures for
entry have been well designed. data entry have been well
Accuracy levels are measured designed by cross-functional
for data entry. teams. Accuracy levels are Infrastructure
measured for data entry.
5. Chaotic = 1 Reactive = 2 Proactive = 3 Service = 4 Value = 5 Rating Target Category
(1–5) (1–5)
How is data Data collection and Data collection and The YMCA pays attention to The YMCA values data and The YMCA values data and
collected and management is not a priority management is not a high data collection mainly for prioritizes efforts to manage, prioritizes efforts to manage,
used? for the YMCA. priority for the YMCA. internal financial collect, and use data to support collect, and use data to support
management. better internal processes. better internal processes. Data
is used to promote community
and individual health Infrastructure
improvement and advocacy.
What are data Reporting requirements are Reporting requirements are Reporting requirements for The majority of reporting Reporting requirements for
reporting not well understood or met. not well met. Some data is not funders, government agencies, requirements for funders, funders, government agencies,
metrics? Data is not easily accessible or easily accessible. Sampling is and internal management are government agencies, and and internal management are
accurate. sometimes used to generate mostly met, but with some internal management are met met by mining data from the
reports where complete data is inconsistencies. Reports are by mining data from the YMCA's information systems.
missing. based on data samples. YMCA's information systems. Reports are based on complete
Reports are based on complete and integrated data systems.
and integrated data systems. There are established metrics Infrastructure
to measure against.
Is data shared Only data required for Only data required for The YMCA engages in limited The YMCA securely shares The YMCA proactively and
outside of the reporting is shared. There are reporting is shared. There are collaboration with one or two available data with other securely shares data with
association? no ongoing collaborative minimal ongoing collaborative other YMCAs or organizations YMCAs, collaborating other YMCAs, collaborating
efforts with other efforts with other YMCAs or to examine comparative data. organizations, and appropriate organizations, and appropriate
organizations. organizations, but the ability to government agencies to government agencies through
share information is lacking. improve the health status of regularly updated online tools
the community and to to improve the health status of
promote effective advocacy the community and to
efforts. promote effective advocacy
efforts. The YMCA is engaged
at the national level by sharing
data within Activate America, Infrastructure
Y-USA Government Relations,
or where appropriate based on
the YMCA mission.
Are formal Technology projects have no Technology projects are Technology projects have Technology projects have Technology projects have
project project management. minimally monitored or are formal plans with an assigned formal plans, established formal plans, established
management managed only by an outside YMCA staff person to manage timelines, measurable goals, timelines, measurable goals,
practices in consultant. them. milestones, and reporting with milestones, and reporting with
an assigned YMCA staff person an assigned YMCA staff person
place?
to manage them. to manage each project. Cross-
functional teams are involved,
and progress reports are Planning
shared across the association.
Are applications There is no formal plan or There is a basic inventory of There is a full inventory of Software licensing and usage is Software licensing and usage is
actively documentation of software software being used with software being used with managed in an electronic managed in an electronic
managed? used. There is a mix of correct licensing. There may correct licensing. The majority inventory tool. Systems have a inventory tool. Systems have a
software and operating be a mix of software and of systems use the same standard image that is easily standard image that is easily
systems. operating systems. versions and operating system. reproduced. reproduced. Software is
monitored for maximum Planning
benefit, and a plan is in place
to keep it current.
6. Overview of Technology Capability and Maturity Assessment
Scoring a 5 in every row is not the objective of this tool. Some areas of this assessment may not be appropriate for your YMCA at this time. The objective is
consistently working to improve how your technology is aligned, not scoring the highest score. After scoring your YMCA, use the Target column in the assessment tool
to define where you think your YMCA should be. Then compare your YMCA's scores with the target scores to see where improvement is needed.
Responses by Maturity Level
Total Score 0 1
Target Score 0 0.9
Average Score 0.0 0.8
Overall Level 0.7
# of responses
Chaotic
0.6
0.5
Breakdown of responses 0.4
Chaotic 0 0.3
0.2
Reactive 0
0.1
Proactive 0 0
Service 0 Chaotic Reactive Proactive Service Value
Value 0 Maturity level
Responses by Category Total possible
Score Total Score
possible 50
Operations 45
40
0 20 35
Support-Training 30
25
0 30 20
Planning 15
0 45 10
5
Infrastructure 0
0 50 Operations Support-Training Planning Infrastructure