AI4 Enable Operation and Use Ket. 0 Non1 Initial/Ad Hoc existent AI4 1.

There is no 1) There is process in awareness that place with process regard to the documentatio production n is needed. of user documentati 2) Documentatio on, n is operations occasionally manuals and produced and training is material. inconsistently distributed 2. The only to limited materials groups. that exist 3) Much of the are those documentatio supplied n and many of with the procedures purchased are out of productsteri date. al. 4) Training materials tend to be one-off 5) schemes with variable quality. 6) There is virtually no integration of procedures across different systems and business units. 7) There is no 8) input from business units in the design of training programmes. 2.Repeatable but Intuitive 1. Similar approaches are used to produce procedures and documentat ion, but they are not based on a structured approach or framework. 2. There is no uniform approach to the developme nt of user and operating procedures. 3. Training materials are produced by individuals or project teams, and quality depends on the individuals involved. 4. Procedures and quality of user support vary 3.Defined 1) 4. Managed and 5. Optimised Measurable There is a 1. There is a 1) The process clearly defined for user and defined, framework for operational accepted and maintaining documentation understood procedures is constantly framework for and training improved user materials that through the documentation has IT adoption of , operations management new tools or manuals and support. methods. training materials. 2. The approach 2) The taken for procedure Procedures are maintaining materials and stored and procedures training maintained in and training materials are a formal manuals treated as a library and can covers all constantly be accessed by systems and evolving anyone who business units, knowledge needs to know so that base that is them. processes can maintained Corrections to be viewed electronically documentation from a using up-toand procedures business date are made on a perspective. knowledge reactive basis. 3. Procedures management, Procedures are and training workflow and available materials are distribution offline and can integrated to technologies, be accessed include making it and interdependen accessible and maintained in cies and easy to case of interfaces. maintain. disaster. 4. Controls exist 3) Documentatio A process to n and training exists that ensure material is specifies adherence to updated to procedure standards, and reflect updates and procedures are organisational, training developed and operational materials to be maintained for and software

2)

3)

4)

5)

frompoor an explicit all processes. changes. to very deliverable of 5. Business and 4) The good, with a change user feedback development very little project. on of consistency 6) Despite the documentation documentation and existence of and training is and training integration defined collected and materials and across the approaches, assessed as the delivery of organisatio the actual part of a training n. content varies continuous programmes 5. Training because there improvement are fully programme is no control to process. integrated with s for the enforce 6. Documentatio the business business compliance n and training and business and users with standards. materials are process are 7) Users are usually at a definitions, provided or informally predictable thus facilitated, involved in the and good level supporting but there is process. of reliability organisationwi no overall 8) Automated and de plan for tools are availability. requirements, training increasingly 7. An emerging rather than rollout or used in the process for only ITdelivery. generation and using oriented distribution of automated procedures. procedures. procedure 9) Business and documentation user training is and planned and management scheduled is implemented. 8. Automated procedure development is increasingly integrated with application system development facilitating consistency and user access. 9. Business and user training is

responsive to the needs of the business. 10. IT management is developing metrics for the development and delivery of documentation , training materials and Training programmes.

Maturity Model
0 (not existence) 1. There is no defined IT resource procurement process in place. 1 (initial/ad hoc) 1. The organisation recognises the need to have documented policies and procedures that link IT acquisition to the business organisations overall procurement process. 2. Contracts for the acquisition of IT resources are developed and managed by project managers and other individuals exercising their professional judgement rather than as a result of formal procedures and policies. 3. There is only an ad hoc relationship between 2 (repeatable but intuitive) 1. There is organisational awareness of the need to have basic policies and procedures for IT acquisition. 3 (defined) 1.Manageme nt institutes policies and procedures for IT acquisition. 4 (managed and measurable) 1. IT acquisition is fully integrated with overall business procurement systems. 5 (optimised) 1.Managem ent institutes resources procuremen t thorough processes for IT acquisition.

2. The organisation does not Aquire recognise and the need for Implement clear procurement polices and procedures to ensure that all IT resources are available in a timely and costefficient manner.

2. Policies and procedures are partially integrated with the business organisations overall procurement process

2. Policies and procedures are guided by the business organisation s overall procurement process.

2. IT standards for the acquisition of IT resources are used for all procurements.

2.Managem ent enforces compliance with policies and procedures for IT acquisition.

3.Procuremen t processes are mostly utilised for large

3. IT acquisition is largely integrated with overall

3.Measuremen ts on contract and procurement management

3.Measurem ents on contract and procuremen t

corporate acquisition and contract management processes and IT.

and highly visible projects.

business procurement systems.

are taken relevant to the business cases for IT acquisition.

managemen t are taken that are relevant to the business cases for IT acquisitions . 4.Good relationship s are established over time with most suppliers and partners, and the quality of relationship s is measured and monitored. 5. Relationshi ps are managed strategically . IT standards, policies and procedures for the acquisition of IT resources are managed strategically and respond to measureme

4. Contracts for acquisition are managed at the conclusion of projects rather than on a continuous basis.

4.Responsibili ties and accountabiliti es for IT procurement and contract management are determined by the individual contract managers experience.

4. IT standards for the acquisition of IT resources exist.

4. Reporting on IT acquisition activity that supports business objectives is available.

5. The importance of supplier management and relationship management is recognised; however, it is addressed based on individual initiative.

5. Suppliers of IT resources are integrated into the organisation s project management mechanisms from a contract management perspective.

5. Management is usually aware of exceptions to the policies and procedures for IT acquisition.

nt of the process. 6. Contract processes are mostly utilised by large or highly visible projects. 6. IT management communicate s the need for appropriate acquisitions and contract management throughout the IT function. 6. Strategic management of relationships is developing. 6. IT managemen t communicat es the strategic importance of appropriate acquisition and contract managemen t throughout the IT function.

7. IT management enforces the use of the acquisition and contract management process for all acquisitions by reviewing performance measurement. .

AI7 Install and Accredit Solutions and Changes Ket. 0 Nonexistent AI7 There is a complete lack of formal installation or accreditation processes, and neither senior management nor IT staff members recognise the need to verify that solutions are fit for the intended purpose 1 Initial/Ad Hoc There is an awareness of the need to verify and confirm that implemented solutions serve the intended purpose 2.Repeatable but Intuitive There is some consistency amongst the testing and accreditation approaches, but typically they are not based on any methodology 3.Defined 4. Managed and Measurable The procedures are formalised and developed to be well organised and practical with defined test environments and accreditation procedures. 5.Optimised

A formal methodology relating to installation, migration, conversion and acceptance is in place

The installation and accreditation processes have been refined to a level of good practice, based on the results of continuous improvement and refinement.

Testing is performed for some projects, but the initiative for testing is left to the individual project teams, and the approaches taken vary.

The individual development teams normally decide the testing approach, and there is usually an absence of integration testing.

IT installation and accreditation processes are integrated into the system life cycle and automated to some extent.

In practice, all major changes to systems follow this formalised approach.

Formal accreditation and sign-off are rare or

There is an informal approval process.

Training, testing and transition to production

Evaluation of meeting user requirements is standardised

IT installation and accreditation processes are fully integrated into the system life cycle and automated when appropriate, facilitating the most efficient training, testing and transition to production status of new systems. Welldeveloped test environments, problem

non-existent

status and accreditation are likely to vary from the defined process, based on individual decisions. The quality of systems entering production is inconsistent, with new systems often generating a significant level of postimplementation problems

and measurable, producing metrics that can be effectively reviewed and analysed by management. The quality of systems entering production is satisfactory to management even with reasonable levels of postimplementation problems. Automation of the process is ad hocand projectdependent.

registers and fault resolution processes ensure efficient and effective transition tothe production environment. Accreditation usually takes place with no rework, and postimplementation problems are normally limited to minor corrections.

Postimplementation reviews are standardised, with lessons learned channelled back into the process to ensure continuous quality improvement. Management Stress testing may be for new satisfied with systems and the current regression level of testing for efficiency modified despite the lack systems are of postconsistently implementaiton applied. evaluation. The test system adequately

reflects the live environment. Stress testing for new systems and regression testing for existing systems are applied for major projects.