ITRG MGD Sample Report

IT Management &
Governance Tool
Assess the importance and effectiveness of your core IT processes
IT Management & Governance
STRATEGY&
Framework DATA
GOVERNANCE APPS &BI
EDM01 ITRG04 | ITRG06
Application Business
IT Portfolio Intelligence
Governance Management & Reporting
APO02 APO01 APO13 BAI03 | ITRG07
Enterprise
IT IT Management PEOPLE& SECURITY Security
Application
Selection & Data
Strategy & Policies
RESOURCES &RISK Strategy Implementation Architecture
MEA01 APO04 APO07 DSS05 DSS06 BAI03 | ITRG08

MEA02
Business
Application
Performance
Human
Resources INFRASTRUCTURE Security
Process
Controls & Development Data
Measurement Innovation Management
&OPERATIONS Management Internal Audit Throughput Quality
EDM02 APO08 ITRG01 APO03 BAI04 BAI06 EDM03 MEA03 BAI07 APO05
EDM05 APO12
IT Availability Application
Business Stakeholder Organizational Enterprise & Capacity Change Risk External Development Portfolio
Value Relations Design Architecture Management Management Management Compliance Quality Management
APO06 BAI08 ITRG02 APO09 BAI09 BAI10 BAI07 DSS04 ITRG05 BAI01
Leadership,
Cost & Budget Knowledge Culture, Service Asset Conﬁguration Release Business Application Project
Management Management & Values Management Management Management Management Continuity Maintenance Management
APO10 EDM04 ITRG03 APO11 DSS01 DSS02 DSS03 DSS04 BAI05 BAI02
Manage Incident Disaster Organizational

Vendor Cost Service Quality Operations & Problem Recovery Change Requirements
Management Optimization Catalogs Management Management Service Desk Management Planning Management Gathering
FINANCIAL SERVICE PLANNING PPM&

MANAGEMENT &ARCHITECTURE PROJECTS
Your Journey
Starts Here.
Understand Your Department’s Strengths & Weaknesses
Prioritize Your Key IT Processes & Build an Improvement Roadmap
Establish Clear Ownership of Core IT Processes
Empower Your Team with a Training & Development Plan for Process Owners
The following report is a sample of what you will recieve after completing the Management
and Governance Diagnostic. Each report is customized to the individual organization
highlighting the IT department’s most pressing needs.
Complete the diagnostic program to get the data you need to start your process
improvement journey.
Tobecompl etedbyyourI
Tmanagement
team orwholedepar
tment.
Goals & Objectives
Sample IT Company # of Responses 6
Goals & Objectives
1. 1.Understand
UnderstandYouryour currentStrengths
Department’s IT Process landscape
& Weaknesses What's in this report?
• 1. Understand
Once
Review ayour
year,
results your
take report
a steptoback current
from
understandIT’s IT perception
Process
our day-to-day
team’s operations landscape
and
of each look at
process’ the big picture.
importance and
What's in this report?
• effectiveness.
Understand your team’s perception of each process’ importance  Completes: 6
• Review your results report to understand our team’s perception of eachand effectiveness.
process’ importance and
• Build
Identifyyour
gapsframework
between
effectiveness. you for
andmanaging
your team and improving
perceptions on the
IT IT department
processes over the long term.  Completes: 6
• Identify gaps between you and your team perceptions on IT processes Top Team Processes
Top Team Processes
2. 2.Prioritize
Determine theITmost
Your Key critical
Processes IT processes
& Build an Improvement Roadmap 1. Service Desk
2. Determine the most critical IT processes

• Discuss which processes would drive the most value to your department and organization
• Cut through the noise: uncover the IT processes that really matter in building your world-class IT
1. Service Desk
• Use the team’s perceptions onwould
processes, to drive 2. Cost Optimization
• Discuss
department. which processes drive the mostdecisions around
value to your which processes
department will be a focus over the
and organization
next 12 months. 2. Cost Optimization
• Align
• Useyour team perceptions
the team’s behind achieving your vision,
on processes, to drivecommunicating
decisions aroundthe rationale
which behind
processes your
will be decisions.
a focus over the
next 12 quick
months. 3. Disaster Recovery Planning
• Prioritize wins to show your stakeholders that rapid improvement is a priority.
3. Disaster Recovery Planning
3. Create Your Process Improvement Roadmap 4. Data Quality
• 3. Create
3. Establish Your
Clear Process
Ownership toof Improvement
Core the urgencyRoadmap
IT Processes 4. Data Quality
Decompose each critical process better understand to change and its relevant impact on the 5. IT Organizational Design
organization.
• Use our scripted
• Decompose ownership
each exercise
critical process to make
to better your next
understand IT leadership
the urgency meeting
to change and itsexciting and on the
relevant impact
• Establish process owners. Each relevant process must have at least one person accountable for monitoring 5. IT Organizational Design
effective.
organization. 6. Quality Management
• and improvement of initiatives.
Ensure thatprocess
• Establish every ITowners.
process has
Each clear ownership
relevant process mustand accountability.
have at least one person accountable for monitoring
• Balance responsibilities
and improvement so that senior staff aren’t overloaded and junior staff aren’t
of initiatives. 6. Quality Management
under-leveraged.
4. Establish the Info-Tech Support Program
• 4. Establish
4. Empower
DecomposeYour theprocess
Team
each critical Info-Tech
with a better
to Training Support Program
& Development
understand the urgency Planand
to change foritsProcess Owners
relevant impact on the
• organization.
Engage your team
• Decompose by communicating
each critical how
process to better their efforts
understand will contribute
the urgency toand
to change your
itsorganization’s
relevant impact on the
• Establish process.
bigorganization.
picture. Each relevant process must have at least one person accountable for monitoring and
• improvement
Kick off your
• Establish
ofteam’s
initiatives.
process. initiatives
Each relevantby settingmust
process clear objectives,
have timelines,
at least one and key success
person accountable metrics.
for monitoring and
• Provide your team
improvement with the tools and best-practices they’ll need to learn skills and drive
of initiatives.
improvement for the team.
2
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Evaluatewhichprocessesyourt eam
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Process Accountability
      
Enterprise
Innovation IT Governance IT Management IT Strategy Performance Stakeholder Application
& Policies Measurement Relations Selection &
Implementation
Michelle Solis 
      
Leadership,
Project Requirements Operations Release Service External Culture &
Management Gathering Management Management Management Compliance Values
      
IT Incident &
Organizational Business Value Knowledge Quality Manage Service Service Desk Problem
Design Management Management Catalog Management
      
Availability &
Innovation IT Governance IT Strategy Enterprise Capacity Change Configuration
Architecture Management Management Management
Kim Porter 
      
Release Service Business Disaster Risk Vendor IT
Management Management Continuity Recovery Management Management Organizational
Planning Design
     
Quality Manage Service Incident & Security Security Business Process
Management Catalog Problem Strategy Management Controls & Internal
Management Audit
      
Enterprise
Stakeholder Application Project Application Configuration Release
IT Strategy Relations Selection & Management Maintenance Management Management
Eva Wright 
Implementation
    
Asset Knowledge Manage Service Incident &
Management Management Catalog Service Desk Problem
Management
Richard Wilkins
8
Team Process Involvement powered by
Sample IT Company # of Responses

lNFO--TECH
Accountable Only: I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible: I am the owner of
this process and I am accountable for the results & outcomes. I am primarily responsible for execution and day to day activities of this process. Responsible: I am responsible for the execution and oversight of the activities involved with this
process. I manage the process maturity and I'm responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with this
process and told about decisions surrounding this process. Not involved : I am not actively involved in this process or the decisions surrounding this process.
Accountable
Only
Accountable &
Responsible
Responsible
Only
Involved:
Consulted
Not Involved
D Accountability Conflict
Accountability Conflict &
Responsibility Conflict D Responsibility Conflict
Disaster
Business
Continuity
.....n
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Business Process
Controls & Internal
Audit \Jn
a
.....
g
Change
Management
r,llln
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Management
r,llln
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Planning
..-.
\Jan
g
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.&,
IT Governance l1l IT
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Problem
r,llln
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,p
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Management
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• •
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Management
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Management \la
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Strategy
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External
Compliance \la
.....n IT Management
&Policies �
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Management ••I'
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Culture &
·• Organizational
Change �
Values .a.iA
•• Mana ement
Requirements
Gathering
0
W Stakeholder
Relations
ii.
�
Application
Development
Quality rP
Data
Architecture Data Quality l♦c
See each respondent's involvement level with each

process and whether or not there is a conflict, e.g. multiple
people believing they are accountable. Sit down with your
team to work through each process and make sure clear
accountabilities are established.
Team Process Involvement
Accountable Only : I am the owner of this process and I am accountable for the results & outcomes. I have assigned someone else primary responsibility for execution and day to day activities. Accountable & Responsible : I am the owner of
this process and I am accountable for the results & outcomes. I am primarily responsible for execution and day to day activities of this process. Responsible : I am responsible for the execution and oversight of the activities involved with this
process. I manage the process maturity and I’m responsible to report on results from this process. Consulted & Involved : I am actively involved with this process and consulted on decisions. Involved & Informed : I am actively involved with this
Accountable Accountable & Responsible Involved: Involved: Accountability Conflict &

Not Involved
Only Responsible Only Consulted Informed Accountability Conflict Responsibility Conflict Responsibility Conflict
      
Enterprise
Application Project Release Asset Configuration Application IT Strategy
Maintenance Management Management Management Management Selection &
Implementation
      
Incident & Application
Problem Knowledge Manage Service Stakeholder Change
Service Desk Portfolio
Management Management Catalog Relations Management Management
      
Availability & Disaster
Enterprise Business Cost
Innovation Capacity Business Value Recovery
Architecture Continuity Optimization
Management Planning
      
Leadership,
IT Management Operations Portfolio Quality Risk
Eva Wright IT Governance & Policies Culture & Management Management Management Management
Values
      
Application Application Business
Security Service Business Process Cost & Budget
Development Development Intelligence & Controls & Internal
Strategy Management Audit Management
Quality Throughput Reporting
      
Human IT Organizational
Data External Performance
Data Quality Resources Organizational Change
Architecture Compliance Measurement
Management Design Management
Requirements
Gathering  Security
Management  Vendor
Management 
10

Not Involved
      
Business
Application Asset Business Intelligence &
Business Process Change Data
Controls & Internal
Maintenance Management Continuity Reporting Audit Management Architecture
      
IT Incident & Leadership,
External Manage Service Operations
Data Quality Organizational Problem Culture &
Compliance Design Management Values Catalog Management
Performance
Measurement  Quality
Management  Release
Management  Risk
Management  Security
Management  Security
Strategy  Service Desk

      
Application Application Application Availability &
Jon Dingess Service Stakeholder Development Development Portfolio Capacity Business Value
Management Relations Quality Throughput Management Management
      
Disaster Enterprise
Configuration Cost Application Enterprise IT Management
Recovery IT Governance
Management Optimization Selection & Architecture & Policies
Planning Implementation
      
Organizational
Knowledge Portfolio Project Requirements
IT Strategy Innovation Change
Management Management Management Gathering
Management
  
Human
Cost & Budget Vendor
Resources
Management Management
Management
11

Not Involved
      
Application Application Application
Development Development Application Portfolio Asset Configuration Data
Quality Throughput Maintenance Management Management Management Architecture
      
Disaster Enterprise Incident &
Application Enterprise Operations Release
Data Quality Recovery Problem
Planning
Selection & Architecture Management Management Management
Implementation
      
Availability & Business
Security Security Business Business Process
Service Desk Capacity Intelligence & Controls & Internal
Management Strategy Continuity Audit
Management Reporting
      
Human
Jeffrey Cruz Change Cost & Budget Cost External
Business Value Resources IT Governance
Management Management Optimization Compliance Management
      
IT Leadership,
IT Management Knowledge Manage Service
Organizational IT Strategy Innovation Culture &
& Policies Management Catalog
Design Values
      
Organizational Performance Portfolio Project Quality Requirements Risk
Change Measurement Management Management Management Gathering Management
Management
Service
Management  Stakeholder
Relations  Vendor
Management 
12

Not Involved
      
Enterprise IT
Performance Application External IT Management
Business Value IT Governance Organizational
Measurement Selection & Compliance & Policies Design
Implementation
      
Incident & Leadership,
Knowledge Manage Service Operations
IT Strategy Problem Innovation Culture &
Management Management Values Catalog Management
Project
Management  Quality
Management  Release
Management  Requirements
Gathering  Service Desk
 Service
Management  Stakeholder
Relations 
      
Application Application Application Business
Application Asset Business
Michelle Solis Development Development Maintenance Portfolio Management Continuity Intelligence &
Quality Throughput Management Reporting
      
Organizational
Change Cost Data Risk Security
Data Quality Change
Management Optimization Architecture Management Management
Management
      
Availability & Disaster
Configuration Cost & Budget Enterprise Portfolio Security
Capacity Recovery
Management Management Architecture Management Strategy
Management Planning
  
Human
Vendor Business Process
Controls & Internal Resources
Management Audit Management
13

Not Involved
      
Incident & Availability & Application
Problem Asset Capacity Project Stakeholder
Innovation Portfolio
Management Management Management Management Relations Management
      
Enterprise
Change Configuration Application IT Management
Business Value IT Governance IT Strategy
Management Management Selection & & Policies
Implementation
      
Leadership,
Knowledge Operations Performance Portfolio Release
Culture & Service Desk
Management Management Measurement Management Management
Values
      
Application Application Business
Application Business Business Process Cost & Budget
Richard Wilkins Development Development Maintenance Continuity Intelligence & Controls & Internal
Management
Quality Throughput Reporting Audit
      
Disaster Human
Cost Data Enterprise External
Data Quality Recovery Resources
Optimization Architecture Architecture Compliance
Planning Management
      
IT Organizational
Manage Service Quality Requirements Risk Security
Organizational Change
Catalog Management Gathering Management Management
Design Management
Security
Strategy  Service
Management  Vendor
Management 
14
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it
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Strategy & Governance: Detailed Responses
  
MEA01 Manage IT and process goals and metrics. Monitor and APO08 Manage the relationship between the business and IT to APO01 Provide a consistent approach to enable IT to meet the
communicate that processes are performing against EDM05 ensure that the stakeholders are satisfied with the business governance requirements, covering
expectations, and provide transparency of performance services they need from IT and have visibility into IT management processes, organisational structures, roles
Performance and conformance. Stakeholder processes. IT Management & and responsibilities, reliable and repeatable activities, and
Measurement Relations Policies skills and competencies.
22nd Most Important Process (out of 45) 26th Most Important Process (out of 45) 27th Most Important Process (out of 45)
2nd Most Effective Process (out of 45) 15th Most Effective Process (out of 45) 16th Most Effective Process (out of 45)
Average Importance score 8.7 Average Importance score 8.5 Average Importance score 8.5
Average Effectiveness score 7.7 Average Effectiveness score 7.0 Average Effectiveness score 7.0
Effectiveness Importance Effectiveness Importance Effectiveness Importance
Name Gap Name Gap Name Gap
scores scores scores scores scores scores
Michelle Solis 7.0 10.0 -3.0 Eva Wright 5.0 7.0 -2.0 Kim Porter 5.0 9.0 -4.0
Richard Wilkins 7.0 8.0 -1.0 Kim Porter 5.0 8.0 -3.0

Kim Porter 6.0 9.0 -3.0
APO01

Provide a consistent approach to enable IT to meet the
APO08 Manage the relationship between the business and IT to
business governance requirements, covering
EDM05 management processes, organisational structures, roles
ensure that the stakeholders are satisfied with the IT Management & and responsibilities, reliable and repeatable activities, and
services they need from IT and have visibility into IT Policies skills and competencies.
Stakeholder processes.
Relations
27th Most Important Process (out of 45)
26th Most Important Process (out of 45) 16th Most Effective Process (out of 45)
15th Most Effective Process (out of 45) Average Importance score 8.5
Average Importance score 8.5 Average Effectiveness score 7.0
Average Effectiveness score 7.0 Effectiveness Importance
Name Gap
scores scores
Effectiveness Importance
Name Gap
scores scores Jon Dingess 9.0 8.0 1.0
Jeffrey Cruz 10.0 10.0 0.0 Richard Wilkins 7.0 10.0 -3.0
Jon Dingess 9.0 9.0 0.0 Eva Wright 7.0 7.0 0.0
Michelle Solis 7.0 10.0 -3.0 Michelle Solis 7.0 10.0 -3.0
Richard Wilkins 6.0 7.0 -1.0 Jeffrey Cruz 7.0 7.0 0.0
* GAP = (Effectiveness score - Importance score), indicates the degree to which effectiveness is sufficient given the importance of each process. Negative scores indicate processes that aren't as effective as they are important. 19
** Respondents are highlighted if they are CIO, or Accountable or Responsible for the process.
Financial Management: Process Prioritization
The IT leader must focus on improving the processes in the top left quadrant first in order to see the biggest impact.
Improve Process Immediately Leverage Process

Strategy &
Governance

Financial
Management

People &
 
Resources

Cost Optimization Cost & Budget Management
Service Planning &
Architecture

Infrastructure &
Operations


Security & Risk

Business Value
 Vendor Management Applications
Data & BI

PPM & Projects

Additional processes
reported in this quadrant
Evaluate Process Maintain Process
20
Financial Management: Detailed Responses
  
EDM04 Ensure that adequate and sufficient IT-related capabilities APO06 Manage the IT-related financial activities and prioritize EDM02 Secure optimal value from IT-enabled initiatives, services
e.g., people, process and technology, are available to spending through the use of formal budgeting practices. and assets by delivering cost-efficient solutions and
support business objectives effectively at optimal cost. Provide transparency and accountability of the cost and services and by providing a reliable and accurate picture
Cost Optimization Cost & Budget business value of IT solutions and services. Business Value of costs and benefits.
Management
10th Most Important Process (out of 45) 13th Most Important Process (out of 45) 37th Most Important Process (out of 45)
28th Most Effective Process (out of 45) 9th Most Effective Process (out of 45) 36th Most Effective Process (out of 45)
Jeffrey Cruz 9.0 9.0 0.0 Jon Dingess 8.0 8.0 0.0 Jeffrey Cruz 6.0 5.0 1.0
Jon Dingess 9.0 9.0 0.0 Jeffrey Cruz 8.0 8.0 0.0 Kim Porter 5.0 9.0 -4.0
Michelle Solis 7.0 10.0 -3.0 Eva Wright 7.0 10.0 -3.0 Michelle Solis 5.0 7.0 -2.0
Eva Wright 6.0 8.0 -2.0 Michelle Solis 7.0 10.0 -3.0 Richard Wilkins 5.0 9.0 -4.0

Kim Porter 5.0 9.0 -4.0 Kim Porter 5.0 9.0 -4.0
APO10

Manage IT-related services provided by all suppliers,
Richard Wilkins 3.0 10.0 -7.0
EDM02 including the selection of suppliers, management of

Secure optimal value from IT-enabled initiatives, services relationships, management of contracts, and reviewing
APO06 and assets by delivering cost-efficient solutions and Vendor and monitoring of supplier performance.
Manage the IT-related financial activities and prioritize
spending through the use of formal budgeting practices.
services and by providing a reliable and accurate picture Management
Business Value of costs and benefits.
Provide transparency and accountability of the cost and
Cost & Budget
Management
business value of IT solutions and services. 44th Most Important Process (out of 45)
37th Most Important Process (out of 45) 32nd Most Effective Process (out of 45)
13th Most Important Process (out of 45) 36th Most Effective Process (out of 45) Average Importance score 7.2
9th Most Effective Process (out of 45) Average Importance score 8.0 Average Effectiveness score 6.3
Average Importance score 9.0 Average Effectiveness score 6.2 Effectiveness Importance
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jon Dingess 8.0 8.0 0.0 Eva Wright 8.0 8.0 0.0
Richard Wilkins 8.0 9.0 -1.0 Eva Wright 8.0 10.0 -2.0 Richard Wilkins 7.0 7.0 0.0
Financial Management: Detailed Responses

APO10 Manage IT-related services provided by all suppliers,
including the selection of suppliers, management of
relationships, management of contracts, and reviewing
Vendor and monitoring of supplier performance.
Management

32nd Most Effective Process (out of 45)
Average Importance score 7.2
Average Effectiveness score 6.3
Name Gap
scores scores
Kim Porter 6.0 9.0 -3.0

Michelle Solis 5.0 7.0 -2.0
Jeffrey Cruz 4.0 4.0 0.0
People & Resources: Process Prioritization

Strategy &
Governance

Financial
Management

People &
 
Resources

IT Organizational Design Knowledge Management
Service Planning &
Architecture

Infrastructure &
Operations

 
Security & Risk
Human Resources

Leadership, Culture & Values
Management
Applications
Data & BI

PPM & Projects

23
People & Resources: Detailed Responses
  
BAI08 Maintain the availability of knowledge to support all ITRG01 Set up the structure of IT’s people, processes, and ITRG02 Ensure that the IT department reflects the values of your
process activities and to facilitate decision making. technology as well as roles and responsibilities to ensure organization. Improve the leadership skills of your team
Provide the knowledge required to support all IT staff in that they’re best meeting the needs of the business. to generate top performance.
Knowledge their work activities. IT Organizational Leadership, Culture
Management Design & Values
9th Most Important Process (out of 45) 12th Most Important Process (out of 45) 32nd Most Important Process (out of 45)
4th Most Effective Process (out of 45) 23rd Most Effective Process (out of 45) 14th Most Effective Process (out of 45)
Jeffrey Cruz 9.0 9.0 0.0 Jon Dingess 9.0 9.0 0.0 Eva Wright 7.0 7.0 0.0
Jon Dingess 9.0 9.0 0.0 Eva Wright 8.0 9.0 -1.0 Kim Porter 6.0 9.0 -3.0
Eva Wright 7.0 9.0 -2.0 Kim Porter 5.0 9.0 -4.0 Michelle Solis 6.0 9.0 -3.0
Michelle Solis 7.0 10.0 -3.0 Michelle Solis 5.0 8.0 -3.0 Richard Wilkins 5.0 7.0 -2.0

Richard Wilkins 7.0 9.0 -2.0 Richard Wilkins 4.0 9.0 -5.0
APO07

Manage structuring, placement, decision rights and skills
Kim Porter 6.0 9.0 -3.0
ITRG02 of human resources. This includes communicating the

Ensure that the IT department reflects the values of your defined roles and responsibilities, learning and growth
ITRG01 organization. Improve the leadership skills of your team Human Resources plans, and performance expectations.
Set up the structure of IT’s people, processes, and to generate top performance. Management
technology as well as roles and responsibilities to ensure Leadership, Culture
that they’re best meeting the needs of the business. & Values
IT Organizational
Design
32nd Most Important Process (out of 45) 38th Most Effective Process (out of 45)
23rd Most Effective Process (out of 45) Average Importance score 8.3 Average Effectiveness score 6.0
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jeffrey Cruz 10.0 10.0 0.0 Eva Wright 7.0 7.0 0.0
People & Resources: Detailed Responses

APO07 Manage structuring, placement, decision rights and skills
of human resources. This includes communicating the
defined roles and responsibilities, learning and growth
Human Resources plans, and performance expectations.
Management

38th Most Effective Process (out of 45)
Name Gap
scores scores
Kim Porter 5.0 9.0 -4.0

Service Planning & Architecture: Process Prioritization

Strategy &
Governance

Financial
Management

People &

Resources

Quality Management
Service Planning &
Architecture

Infrastructure &
Operations

 
Security & Risk

Manage Service Catalog Service Management
 Enterprise Architecture Applications
Data & BI

PPM & Projects

26
Service Planning & Architecture: Detailed Responses
  
APO11 Define and communicate quality requirements in all APO09 Align IT-enabled services and service levels with business APO03 Establish a management practice to create and maintain
processes, procedures and business outcomes. Ensure needs and expectations, including identification, a coherent set of principles, methods, and models that
the consistent delivery of IT solutions and services to specification, design, publishing, agreement, and are used in the design and implementation of the
Quality meet the quality requirements of the business and satisfy Service monitoring of IT services, service levels and performance Enterprise enterprise’s business processes, information systems,
Management stakeholder needs. Management indicators. Architecture and infrastructure.
11th Most Important Process (out of 45) 18th Most Important Process (out of 45) 31st Most Important Process (out of 45)
22nd Most Effective Process (out of 45) 12th Most Effective Process (out of 45) 13th Most Effective Process (out of 45)
Jon Dingess 9.0 9.0 0.0 Kim Porter 7.0 9.0 -2.0 Kim Porter 6.0 9.0 -3.0
Eva Wright 6.0 9.0 -3.0 Richard Wilkins 6.0 6.0 0.0 Richard Wilkins 6.0 4.0 2.0
Michelle Solis 6.0 9.0 -3.0 Michelle Solis 5.0 10.0 -5.0 Michelle Solis 5.0 10.0 -5.0

Kim Porter 5.0 9.0 -4.0 Eva Wright 5.0 9.0 -4.0
ITRG03

Produce, maintain, and promote a service catalog
APO03 containing accurate information on all operational IT

Establish a management practice to create and maintain services, as well as those being prepared to be run
APO09 a coherent set of principles, methods, and models that Manage Service operationally.
Align IT-enabled services and service levels with business are used in the design and implementation of the Catalog
needs and expectations, including identification, Enterprise enterprise’s business processes, information systems,
specification, design, publishing, agreement, and Architecture and infrastructure.
Service
Management
monitoring of IT services, service levels and performance 43rd Most Important Process (out of 45)
indicators.
31st Most Important Process (out of 45) 43rd Most Effective Process (out of 45)
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jon Dingess 9.0 9.0 0.0 Jeffrey Cruz 7.0 7.0 0.0
Jeffrey Cruz 10.0 10.0 0.0 Eva Wright 8.0 10.0 -2.0 Eva Wright 5.0 7.0 -2.0
Service Planning & Architecture: Detailed Responses

ITRG03 Produce, maintain, and promote a service catalog
containing accurate information on all operational IT
services, as well as those being prepared to be run
Manage Service operationally.
Catalog
43rd Most Important Process (out of 45)

43rd Most Effective Process (out of 45)
Name Effectiveness Importance Gap

scores scores
Michelle Solis 5.0 5.0 0.0

Kim Porter 2.0 9.0 -7.0
Infrastructure & Operations: Process Prioritization

Strategy &
Governance

Financial
Management

People &
 
Resources

Incident & Problem
Service Desk Management Service Planning &
Architecture

Infrastructure &
Operations


Security & Risk
Availability & Capacity
 
Management
Change Management Applications


Operations Management

Data & BI

Release Management
PPM & Projects
29
Infrastructure & Operations: Process Prioritization Additional Results
This page outlines additional IT processes that were not displayed in the previous prioritization grid. While it’s important to prioritize the processes from the grid first, it is also worth
noting in which grid each of these processes were reported.
  
Strategy &
Asset Configuration
Management Management Governance

Financial
Management

People &
Resources

Service Planning &
Architecture

Infrastructure &
Operations
Security & Risk


Applications

Data & BI

PPM & Projects

30
Infrastructure & Operations: Detailed Responses
  
DSS03 Identify and classify problems and their root causes and DSS02 Provide timely and effective response to user requests BAI04 Balance current and future needs for availability,
provide timely resolution to prevent recurring incidents. and resolution of all types of incidents. Restore normal performance and capacity of IT systems and
Reduce the number of operational problems. service; record and fulfil user requests; and record, infrastructure through the forecast of future performance
Incident & Problem Service Desk investigate, diagnose, escalate and resolve incidents.
Availability & Capacity
and capacity requirements.
Management Management
3rd Most Important Process (out of 45) 4th Most Important Process (out of 45) 20th Most Important Process (out of 45)
1st Most Effective Process (out of 45) 34th Most Effective Process (out of 45) 21st Most Effective Process (out of 45)
Jeffrey Cruz 10.0 10.0 0.0 Jon Dingess 9.0 10.0 -1.0 Richard Wilkins 7.0 9.0 -2.0
Jon Dingess 9.0 8.0 1.0 Michelle Solis 7.0 10.0 -3.0 Eva Wright 6.0 9.0 -3.0
Richard Wilkins 9.0 10.0 -1.0 Eva Wright 6.0 10.0 -4.0 Kim Porter 6.0 9.0 -3.0
Michelle Solis 8.0 10.0 -2.0 Richard Wilkins 4.0 8.0 -4.0 Michelle Solis 5.0 8.0 -3.0

Eva Wright 6.0 9.0 -3.0 Kim Porter 2.0 9.0 -7.0
BAI06 Manage all IT system changes in a controlled manner, including

Kim Porter 5.0 9.0 -4.0 standard changes and emergency maintenance relating to
BAI04 business processes, applications and infrastructure. Enable fast

Balance current and future needs for availability,
and reliable delivery of change to the business and mitigate the
DSS02 performance and capacity of IT systems and Change risk of negatively impacting the stability of the changed
Provide timely and effective response to user requests
and resolution of all types of incidents. Restore normal Availability & Capacity
infrastructure through the forecast of future performance Management environment.
and capacity requirements.
service; record and fulfil user requests; and record, Management
Service Desk investigate, diagnose, escalate and resolve incidents. 25th Most Important Process (out of 45)
20th Most Important Process (out of 45) 41st Most Effective Process (out of 45)
21st Most Effective Process (out of 45) Average Importance score 8.5
Name Gap
scores scores
Name Gap
scores scores Jeffrey Cruz 9.0 9.0 0.0
Name Gap
scores scores Jon Dingess 9.0 9.0 0.0 Jon Dingess 8.0 8.0 0.0
Jeffrey Cruz 9.0 9.0 0.0 Jeffrey Cruz 8.0 8.0 0.0 Eva Wright 5.0 9.0 -4.0
  
BAI06 Manage all IT system changes in a controlled manner, including DSS01 Manage the activities and operational procedures BAI07 Successfully implement new IT solutions and services in line
standard changes and emergency maintenance relating to with the agreed-on expectations and outcomes. Ensure that the
business processes, applications and infrastructure. Enable fast
required to deliver IT services, including standard implementation of new solutions and services has the necessary
and reliable delivery of change to the business and mitigate the operating procedures and monitoring activities. support, from planning to execution to post-implementation
Change risk of negatively impacting the stability of the changed Operations Release support and staff training.
Management environment. Management Management
25th Most Important Process (out of 45) 30th Most Important Process (out of 45) 33rd Most Important Process (out of 45)
41st Most Effective Process (out of 45) 27th Most Effective Process (out of 45) 42nd Most Effective Process (out of 45)
Michelle Solis 5.0 8.0 -3.0 Eva Wright 6.0 8.0 -2.0 Kim Porter 2.0 9.0 -7.0

Kim Porter 4.0 9.0 -5.0 Kim Porter 2.0 9.0 -7.0
BAI10

Provide sufficient information about IT service assets to
BAI07 Successfully implement new IT solutions and services in line enable the service to be effectively managed. Define and

with the agreed-on expectations and outcomes. Ensure that the maintain descriptions and relationships between key
DSS01 implementation of new solutions and services has the necessary Configuration resources and capabilities required to deliver IT-enabled
Manage the activities and operational procedures
support, from planning to execution to post-implementation Management services.
required to deliver IT services, including standard Release support and staff training.
operating procedures and monitoring activities. Management
Operations
Management
33rd Most Important Process (out of 45) 26th Most Effective Process (out of 45)
30th Most Important Process (out of 45) 42nd Most Effective Process (out of 45) Average Importance score 8.0
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jon Dingess 8.0 9.0 -1.0 Eva Wright 8.0 9.0 -1.0
Jon Dingess 9.0 9.0 0.0 Michelle Solis 7.0 9.0 -2.0 Jon Dingess 8.0 8.0 0.0
Richard Wilkins 8.0 8.0 0.0 Eva Wright 6.0 9.0 -3.0 Richard Wilkins 6.0 6.0 0.0
Michelle Solis 7.0 9.0 -2.0 Jeffrey Cruz 5.0 5.0 0.0 Michelle Solis 5.0 8.0 -3.0
Jeffrey Cruz 7.0 7.0 0.0 Richard Wilkins 4.0 8.0 -4.0 Kim Porter 5.0 9.0 -4.0

BAI09 IT assets through their life cycle to make sure that they
deliver value at optimal cost, remain operational, are
accounted for and physically protected. Ensure that the
Asset assets are reliable and available as needed.
Management

Name Gap
scores scores
Jon Dingess 9.0 8.0 1.0

Jeffrey Cruz 7.0 7.0 0.0
Eva Wright 6.0 8.0 -2.0
Kim Porter 5.0 9.0 -4.0
Security & Risk: Process Prioritization

Strategy &
Governance

Financial
Management

People &
 
Resources

Disaster Recovery Planning Security Management
Service Planning &
 Business Continuity
Architecture

Infrastructure &
Operations


Security & Risk

Risk Management
 External Compliance Applications


Security Strategy

Data & BI
Business Process Controls &

Internal Audit
PPM & Projects
34
Security & Risk: Detailed Responses
  
DSS05 Protect enterprise information as required by the business. DSS04 Establish and maintain a plan to enable IT to respond to DSS04 Establish and maintain a plan to enable the business to
Establish and maintain information security roles and access
privileges, and perform security monitoring to minimize the
incidents and disruptions in order to continue operation respond to incidents and disruptions in order to continue
business impact of operational information security of required IT services and assets. operation of business and IT processes.
Security Disaster Recovery Business
vulnerabilities and incidents.
Management Planning Continuity
2nd Most Important Process (out of 45) 7th Most Important Process (out of 45) 8th Most Important Process (out of 45)
Jeffrey Cruz 9.0 9.0 0.0 Michelle Solis 8.0 10.0 -2.0 Jon Dingess 8.0 8.0 0.0
Jon Dingess 9.0 10.0 -1.0 Jon Dingess 8.0 9.0 -1.0 Richard Wilkins 7.0 10.0 -3.0
Michelle Solis 8.0 9.0 -1.0 Richard Wilkins 7.0 10.0 -3.0 Eva Wright 5.0 9.0 -4.0
Richard Wilkins 7.0 10.0 -3.0 Eva Wright 6.0 9.0 -3.0 Kim Porter 4.0 9.0 -5.0

APO12

Continually identify, assess and reduce IT-related risk
Kim Porter 4.0 9.0 -5.0 EDM03
DSS04 within levels of tolerance set by the business.

Establish and maintain a plan to enable the business to
DSS04 respond to incidents and disruptions in order to continue Risk Management
Establish and maintain a plan to enable IT to respond to operation of business and IT processes.
incidents and disruptions in order to continue operation Business
of required IT services and assets. Continuity
Disaster Recovery
Planning 17th Most Important Process (out of 45)
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jeffrey Cruz 9.0 9.0 0.0 Jon Dingess 8.0 9.0 -1.0
Jeffrey Cruz 8.0 8.0 0.0 Michelle Solis 9.0 10.0 -1.0 Richard Wilkins 8.0 9.0 -1.0
Security & Risk: Detailed Responses
  
APO12 Continually identify, assess and reduce IT-related risk MEA03 Ensure that IT processes and IT-supported business APO13 Define, operate and monitor a system for information
EDM03 within levels of tolerance set by the business. processes are compliant with laws, regulations and security management. Keep the impact and occurrence
contractual requirements. of information security incidents within the business’ risk
Risk Management External Security Strategy appetite levels.
Compliance
17th Most Important Process (out of 45) 23rd Most Important Process (out of 45) 24th Most Important Process (out of 45)
20th Most Effective Process (out of 45) 33rd Most Effective Process (out of 45) 25th Most Effective Process (out of 45)
Michelle Solis 7.0 8.0 -1.0 Jeffrey Cruz 4.0 4.0 0.0 Kim Porter 4.0 9.0 -5.0

DSS06

Manage business process controls such as self-
Kim Porter 3.0 9.0 -6.0 MEA02
APO13 assessments and independent assurance reviews to

Define, operate and monitor a system for information ensure that information related to and used by business
security management. Keep the impact and occurrence Business Process Controls
MEA03 Ensure that IT processes and IT-supported business & Internal Audit processes meets security and integrity requirements.
of information security incidents within the business’ risk
processes are compliant with laws, regulations and Security Strategy appetite levels.
contractual requirements.
External
Compliance
41st Most Important Process (out of 45)
23rd Most Important Process (out of 45) 25th Most Effective Process (out of 45) Average Importance score 7.8
33rd Most Effective Process (out of 45) Average Importance score 8.5
Name Gap
scores scores
Name Gap
scores scores Jon Dingess 8.0 10.0 -2.0
Name Gap
scores scores Jeffrey Cruz 9.0 9.0 0.0 Michelle Solis 7.0 7.0 0.0
Michelle Solis 9.0 10.0 -1.0 Jon Dingess 9.0 9.0 0.0 Eva Wright 6.0 9.0 -3.0
Jon Dingess 9.0 10.0 -1.0 Eva Wright 6.0 9.0 -3.0 Richard Wilkins 6.0 8.0 -2.0
Richard Wilkins 6.0 9.0 -3.0 Michelle Solis 6.0 6.0 0.0 Jeffrey Cruz 4.0 4.0 0.0
Eva Wright 5.0 9.0 -4.0 Richard Wilkins 6.0 9.0 -3.0 Kim Porter 3.0 9.0 -6.0
Applications: Process Prioritization

Strategy &
Governance

Financial
Management

People &
Resources

Service Planning &
Architecture

Infrastructure &
Operations


Security & Risk
Enterprise Application Selection
 
& Implementation
Application Portfolio Applications

Management

Application Maintenance

Data & BI
Application Development

Throughput
 Application Development PPM & Projects

Quality
37
Applications: Detailed Responses
  
BAI03 Manage the selection and implementation of enterprise ITRG05 Manage the constant improvement and changes to the ITRG04 Manage the organization’s suite of applications by
applications, off-the-shelf software and Software as a organization’s applications after they have been originally determining each application’s ability to provide value to
Service, to ensure that IT provides the business with the delivered and implemented. the business relative to its cost. Identify which
Enterprise Application
most appropriate applications at an acceptable cost. Application Application Portfolio
applications to retire, grow or replace, repurpose or
Selection & Management
Implementation Maintenance sustain.
24th Most Effective Process (out of 45) 31st Most Effective Process (out of 45) 44th Most Effective Process (out of 45)
Michelle Solis 9.0 9.0 0.0 Michelle Solis 8.0 8.0 0.0 Eva Wright 4.0 8.0 -4.0
Jon Dingess 8.0 9.0 -1.0 Jeffrey Cruz 7.0 7.0 0.0 Kim Porter 4.0 9.0 -5.0
Richard Wilkins 7.0 9.0 -2.0 Kim Porter 5.0 9.0 -4.0 Jeffrey Cruz 3.0 3.0 0.0
Eva Wright 6.0 9.0 -3.0 Eva Wright 5.0 9.0 -4.0 Richard Wilkins 2.0 10.0 -8.0

Jeffrey Cruz 5.0 5.0 0.0 Richard Wilkins 4.0 5.0 -1.0
BAI03

Establish a timely and cost-effective system for the
Kim Porter 5.0 9.0 -4.0
ITRG04 development of applications capable of supporting the

Manage the organization’s suite of applications by business’ strategic and operational goals.
determining each application’s ability to provide value to Application
ITRG05 Manage the constant improvement and changes to the Development
the business relative to its cost. Identify which
organization’s applications after they have been originally Application Portfolio Throughput
applications to retire, grow or replace, repurpose or
delivered and implemented. Management
sustain.
Application
Maintenance
42nd Most Important Process (out of 45)
31st Most Effective Process (out of 45) Average Importance score 7.8 Average Effectiveness score 6.0
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jon Dingess 9.0 9.0 0.0 Michelle Solis 7.0 9.0 -2.0
Jon Dingess 9.0 9.0 0.0 Michelle Solis 8.0 8.0 0.0 Jon Dingess 7.0 6.0 1.0
Applications: Detailed Responses
 
BAI03 Establish a timely and cost-effective system for the BAI07 Implement standard procedures in the application
development of applications capable of supporting the development process, including testing strategies,
business’ strategic and operational goals. testing preparation and testing execution, to ensure that
Application Application
the quality of the applications meet business
Development Development Quality
Throughput requirements.
42nd Most Important Process (out of 45) 45th Most Important Process (out of 45)
37th Most Effective Process (out of 45) 45th Most Effective Process (out of 45)
Average Importance score 7.7 Average Importance score 5.3
Average Effectiveness score 6.0 Average Effectiveness score 4.3
Effectiveness Importance Effectiveness Importance
Name Gap Name Gap
scores scores scores scores
Kim Porter 5.0 9.0 -4.0 Jeffrey Cruz 3.0 3.0 0.0

BAI07 Implement standard procedures in the application
development process, including testing strategies,
testing preparation and testing execution, to ensure that
Application
the quality of the applications meet business
Development Quality
requirements.

Name Gap
scores scores
Jon Dingess 8.0 8.0 0.0

Eva Wright 5.0 9.0 -4.0
Data & BI: Process Prioritization

Strategy &
Governance

Financial
Management

People &

Resources

Data Quality
Service Planning &
Architecture

Infrastructure &
Operations

 
Security & Risk
Business Intelligence &

Data Architecture
Reporting
Applications
Data & BI

PPM & Projects

40
Data & BI: Detailed Responses
  
ITRG08 Put policies, processes and capabilities in place to ensure ITRG07 Manage the business’ databases, including the ITRG06 Develop a set of capabilities, including people, processes
that appropriate targets for data quality are set and technology, the governance processes and the people and technology, to enable the transformation of raw data
achieved to match the needs of the business. that manage them. Establish the principles, policies, and into meaningful and useful information for the purpose of
Business Intelligence
Data Quality Data Architecture guidelines relevant to the effective use of data within the
& Reporting
business analysis.
organization.
Jeffrey Cruz 10.0 10.0 0.0 Jon Dingess 9.0 9.0 0.0 Richard Wilkins 6.0 8.0 -2.0
Michelle Solis 10.0 10.0 0.0 Michelle Solis 7.0 8.0 -1.0 Kim Porter 5.0 9.0 -4.0
Jon Dingess 9.0 10.0 -1.0 Richard Wilkins 7.0 9.0 -2.0 Michelle Solis 5.0 9.0 -4.0
Kim Porter 5.0 9.0 -4.0 Eva Wright 6.0 9.0 -3.0 Eva Wright 4.0 8.0 -4.0

ITRG06

Develop a set of capabilities, including people, processes
ITRG07 and technology, to enable the transformation of raw data
Manage the business’ databases, including the into meaningful and useful information for the purpose of
technology, the governance processes and the people Business Intelligence
business analysis.
that manage them. Establish the principles, policies, and & Reporting
Data Architecture guidelines relevant to the effective use of data within the
organization.
Average Importance score 8.8 Average Effectiveness score 6.3
Name Gap
scores scores
Name Gap
Jeffrey Cruz 9.0 9.0 0.0 Jon Dingess 9.0 10.0 -1.0
PPM & Projects: Process Prioritization

Strategy &
Governance

Financial
Management

People &

Resources

Project Management
Service Planning &
Architecture

Infrastructure &
Operations

 
Security & Risk
Organizational Change

Portfolio Management

Management
Requirements Gathering Applications
Data & BI

PPM & Projects

42
PPM & Projects: Detailed Responses
  
BAI01 Manage all IT programs and projects from the portfolio in APO05 Manage the project portfolio of IT programs and services, BAI05 Implement or optimize the organization’s capabilities for
alignment with the business strategy. Initiate, plan, control, and demand within resource and funding constraints, while ensuring
execute programs and projects to ensure that the business that the portfolio meets the business’ priorities. Monitor the
managing the impact of new business processes, new IT
realizes project benefits while experiencing few delays and cost performance of the overall portfolio of services and programs to systems, and changes in organizational structure or
Project overruns. Portfolio ensure that the IT investments meet the business’ expectations.
Organizational
culture.
Management Management Change Management
Jeffrey Cruz 10.0 10.0 0.0 Michelle Solis 8.0 8.0 0.0 Michelle Solis 6.0 8.0 -2.0
Michelle Solis 8.0 9.0 -1.0 Jon Dingess 8.0 8.0 0.0 Kim Porter 5.0 9.0 -4.0
Jon Dingess 8.0 8.0 0.0 Richard Wilkins 8.0 9.0 -1.0 Eva Wright 5.0 9.0 -4.0
Richard Wilkins 8.0 10.0 -2.0 Eva Wright 6.0 9.0 -3.0 Richard Wilkins 5.0 8.0 -3.0

BAI02

Manage the collection of business requirements as they
Kim Porter 5.0 9.0 -4.0
BAI05 pertain to acquiring or creating IT solutions.

Implement or optimize the organization’s capabilities for
APO05 Manage the project portfolio of IT programs and services, managing the impact of new business processes, new IT Requirements
demand within resource and funding constraints, while ensuring
Organizational
systems, and changes in organizational structure or Gathering
that the portfolio meets the business’ priorities. Monitor the culture.
performance of the overall portfolio of services and programs to
Change Management
Portfolio
Management
ensure that the IT investments meet the business’ expectations. 38th Most Important Process (out of 45)
Name Gap
scores scores
Name Gap
Name Gap
scores scores Jeffrey Cruz 7.0 7.0 0.0 Jeffrey Cruz 8.0 8.0 0.0
Jeffrey Cruz 9.0 9.0 0.0 Jon Dingess 7.0 9.0 -2.0 Richard Wilkins 6.0 8.0 -2.0
PPM & Projects: Detailed Responses

BAI02 Manage the collection of business requirements as they
pertain to acquiring or creating IT solutions.
Requirements
Gathering

Name Gap
scores scores
Eva Wright 5.0 9.0 -4.0

Kim Porter 5.0 9.0 -4.0
Alignment Exercise - Introduction

Using the data provided in the report, your team will now benefit from an open ended discussion regarding the discrepancies in the
scores across all of the respondents. This exercise is beneficial because it will allow your team to reach a consensus on the perceived
and real importance and effectiveness scores of the processes with the widest gaps.
AFTER THIS ALIGNMENT EXERCISE, YOUR TEAM SHOULD HAVE IDENTIFIED THE FOLLOWING:
1. Why are there gaps in respondents’ importance scores?

• Were they due to departmental differences or miscommunication from the business?
2. Why are there gaps in respondents’ effectiveness scores?

• Were they due to perception or actual performance?
• Do the processes perform better in some departments versus others?
6. What products or
3. Which 3 - 5 processes will your team focus on improving in the next 12 months? services can Info-Tech
• Build a process improvement roadmap around these selected processes to provide your team with an action plan for the Research Group provide to
next year. maximize the impact of
your improvement
initiatives?
4. Who will be accountable for the improvement of each of processes? • Process workshops
• Will it be an individual or a team? • Blueprints
• Consulting
• Diagnostic Programs
5. What are your next steps following the alignment exercise?

• Create a list of actionable next steps for each process improvement initiative and assign an owner.
45
Alignment Exercise - Client Facilitation Guide

As the team leader, the following guide will help you get the most from your team’s discussion. Ensure that the exercise will be
conducted in a non-confrontational manner and that everyone’s voice is heard. It is extremely important to highlight the biggest
discrepancies in opinion first, so as to get the most out of the program.
Set an agenda and boundaries Take action.

Once the team has gathered, tell the team that the purpose of the exercise is to reach a collective understanding of Your team should now create a plan using the Post-Alignment Worksheet to outline what initiatives will be taken, what
the effectiveness and importance of the IT processes so as to be able to prioritize process improvement initiatives. resources the action item owner will need, metrics for success as well as expected outcomes. For each action item,
For the purpose of this discussion, prioritize the top 10 processes which have the widest spread between scores, but assign a timeline and a priority immediately. Distribute a Post-Alignment Worksheet to all process owners. This will
also consider the processes with the most extreme importance and effectiveness scores across the board. help them keep track of their initiatives.
Break down the processes. Follow up.

Use the Process Importance and Process Effectiveness pages sheet to identify the processes with the widest spread Following the alignment exercise, send a follow-up email summarizing the action items and their owners in order to
between scores. Use the Process Area In-depth Results sheets to dive deeper into the results for each process. improve the likelihood that the items will be followed. After 2-4 weeks, follow up with action item owners to see how
Facilitate a discussion among the respondents who gave the processes the highest and lowest scores for importance well their action items are going. Work with owners to overcome any blocks or challenges they are facing and adjust
and effectiveness. Why did they score the process the way they did? During this conversation, make sure to highlight deadlines if necessary.
Ongoing collaboration.
at least 3 sub-processes for each process, which will make it easier to understand any underlying issues or perceived
issues.
Build consensus. Establish a set schedule for the team to meet and discuss the progress of their initiatives and to uphold
accountability.
Revisit the exercise.

Once your team has uncovered the reasons for the variations in scores, it’s important to reach a team decision
regarding the highest priority processes. As a team, decide where each process falls in terms of effectiveness and
importance relative to one another and establish a list of 3-5 processes that are very important but not effective. This
will be the first step in establishing a process improvement roadmap.
After one year, conduct another team alignment exercise to see how the results compare. Ideally, the same
Identify current process owners.

participants will take part in the annual alignment exercise. This will allow the entire team to see how the
improvement initiatives helped improve the effectiveness scores.
Use the Process Accountability page from the report to get a snapshot of the current process owners. If a process
does not have an owner, or if there is a lack of clarity around process ownership, discuss and decide who should be
the process owner (or process area owner). Additionally, pay attention to multiple processes which have the same
process owner. This is a great opportunity to create a more even workload by introducing additional process owners
or transitioning the responsibility of processes to other team members. Ensure that all relevant processes have
owners going forward.
46
Respondent Information

This page outlines the respondent information for the survey. Refer to this page next time you conduct the alignment exercise to bring in the same
respondents, or respondents of similar backgrounds or functions within the organization. It is very important to have a consistent selection of team
members completing this exercise so as to highlight the impact of the improvement initiatives. Ideally, the gaps for each process would minimize over
time, but having respondents with radically different roles in the organization might skew the results.
2016 Alignment Exercise Participants

Name of Respondent Title
Jeffrey Cruz Dstrict Technology Coordinator
Jon Dingess Data Administrator
Kim Porter Network Administrator
Michelle Solis ITS
Richard Wilkins Assistant Network Administrator
Eva Wright Technology Support Specialist
47
Post-Alignment Worksheet
Fill in process name Fill in process owner's Name
Sub-process 1 Considerations and Diagnostic Questions Considerations and Diagnostic Questions
Sub-process 2
Sub-process 3
Sub-process 4
Steps Goals Metrics for success Timeline
48
Process Descriptions
 Strategy & Governance  Service Planning & Architecture

IT Governance: Provide a consistent approach so that Performance Measurement: Manage IT and process Enterprise Architecture: Establish a management Quality Management: Define and communicate quality
IT-related decisions are made in line with the business goals and metrics. Monitor and communicate that practice to create and maintain a coherent set of principles, requirements in all processes, procedures and business
strategies and objectives. Ensure that IT-related processes processes are performing against expectations, and provide methods, and models that are used in the design and outcomes. Ensure the consistent delivery of IT solutions and
are overseen effectively and transparently, and that legal and transparency of performance and conformance. implementation of the enterprise’s business processes, services to meet the quality requirements of the business
regulatory compliance requirements are met. information systems, and infrastructure. and satisfy stakeholder needs.
Innovation: Stay up to date with IT trends, identify
IT Strategy: Align strategic IT plans with business innovation opportunities, and plan how to use technology Service Management: Align IT-enabled services and Manage Service Catalog: Produce, maintain, and
objectives. Clearly communicate the objectives and innovation to create a competitive advantage, enable service levels with business needs and expectations, promote a service catalog containing accurate information
associated accountabilities so they are understood by all, business innovation, or achieve improved operational including identification, specification, design, publishing, on all operational IT services, as well as those being
with the IT strategic options identified, structured and effectiveness and efficiency. agreement, and monitoring of IT services, service levels and prepared to be run operationally.
integrated with the business plans. performance indicators.

Stakeholder Relations: Manage the relationship
Infrastructure & Operations

IT Management & Policies: Provide a consistent between the business and IT to ensure that the stakeholders
approach to enable IT to meet the business governance are satisfied with the services they need from IT and have
requirements, covering management processes, visibility into IT processes.
organisational structures, roles and responsibilities, reliable
and repeatable activities, and skills and competencies. Availability & Capacity Management: Balance Release Management: Successfully implement new

current and future needs for availability, performance and IT solutions and services in line with the agreed-on
Financial Management capacity of IT systems and infrastructure through the

forecast of future performance and capacity requirements.
expectations and outcomes. Ensure that the implementation
of new solutions and services has the necessary support,
from planning to execution to post-implementation support
Change Management: Manage all IT system changes and staff training.
Business Value: Secure optimal value from IT-enabled Cost Optimization: Ensure that adequate and sufficient in a controlled manner, including standard changes and
initiatives, services and assets by delivering cost-efficient IT-related capabilities e.g., people, process and technology, emergency maintenance relating to business processes, Operations Management: Manage the activities and
solutions and services and by providing a reliable and are available to support business objectives effectively at applications and infrastructure. Enable fast and reliable operational procedures required to deliver IT services,
accurate picture of costs and benefits. optimal cost. delivery of change to the business and mitigate the risk of including standard operating procedures and monitoring
negatively impacting the stability of the changed activities.
Cost & Budget Management: Manage the IT-related Vendor Management: Manage IT-related services environment.
financial activities and prioritize spending through the use of provided by all suppliers, including the selection of suppliers, Service Desk: Provide timely and effective response to
formal budgeting practices. Provide transparency and management of relationships, management of contracts, Asset Management: IT assets through their life cycle user requests and resolution of all types of incidents.
accountability of the cost and business value of IT solutions and reviewing and monitoring of supplier performance. to make sure that they deliver value at optimal cost, remain Restore normal service; record and fulfil user requests; and
and services. operational, are accounted for and physically protected. record, investigate, diagnose, escalate and resolve incidents.

Ensure that the assets are reliable and available as needed.
People & Resources

Incident & Problem Management: Identify and
Configuration Management: Provide sufficient classify problems and their root causes and provide timely
information about IT service assets to enable the service to resolution to prevent recurring incidents. Reduce the number
be effectively managed. Define and maintain descriptions of operational problems.
Human Resources Management: Manage Leadership, Culture & Values: Ensure that the IT and relationships between key resources and capabilities
structuring, placement, decision rights and skills of human department reflects the values of your organization. Improve required to deliver IT-enabled services.
resources. This includes communicating the defined roles the leadership skills of your team to generate top
and responsibilities, learning and growth plans, and performance.
performance expectations.
Knowledge Management: Maintain the availability of
IT Organizational Design: Set up the structure of IT’s knowledge to support all process activities and to facilitate
people, processes, and technology as well as roles and decision making. Provide the knowledge required to support
responsibilities to ensure that they’re best meeting the all IT staff in their work activities.
needs of the business.
49
Process Descriptions
 Security & Risk  Data & BI

Security Strategy: Define, operate and monitor a Risk Management: Continually identify, assess and Business Intelligence & Reporting: Develop a set Data Quality: Put policies, processes and capabilities in
system for information security management. Keep the reduce IT-related risk within levels of tolerance set by the of capabilities, including people, processes and technology, place to ensure that appropriate targets for data quality are
impact and occurrence of information security incidents business. to enable the transformation of raw data into meaningful set and achieved to match the needs of the business.
within the business’ risk appetite levels. and useful information for the purpose of business analysis.
Business Continuity: Establish and maintain a plan to
Security Management: Protect enterprise information enable the business to respond to incidents and disruptions Data Architecture: Manage the business’ databases,
as required by the business. Establish and maintain in order to continue operation of business and IT processes. including the technology, the governance processes and the
information security roles and access privileges, and people that manage them. Establish the principles, policies,
perform security monitoring to minimize the business Disaster Recovery Planning: Establish and maintain and guidelines relevant to the effective use of data within the
impact of operational information security vulnerabilities and a plan to enable IT to respond to incidents and disruptions in organization.

incidents. order to continue operation of required IT services and
PPM & Projects

assets.
Business Process Controls & Internal Audit:
Manage business process controls such as self-
assessments and independent assurance reviews to ensure
that information related to and used by business processes Portfolio Management: Manage the project portfolio Requirements Gathering: Manage the collection of
meets security and integrity requirements. of IT programs and services, demand within resource and business requirements as they pertain to acquiring or
funding constraints, while ensuring that the portfolio meets creating IT solutions.
External Compliance: Ensure that IT processes and IT- the business’ priorities. Monitor the performance of the
supported business processes are compliant with laws, overall portfolio of services and programs to ensure that the Organizational Change Management: Implement
regulations and contractual requirements. or optimize the organization’s capabilities for managing the

IT investments meet the business’ expectations.
impact of new business processes, new IT systems, and
Applications Project Management: Manage all IT programs and

projects from the portfolio in alignment with the business
strategy. Initiate, plan, control, and execute programs and
changes in organizational structure or culture.
projects to ensure that the business realizes project benefits

Application Portfolio Management: Manage the Application Development Quality: Implement while experiencing few delays and cost overruns.
organization’s suite of applications by determining each standard procedures in the application development
application’s ability to provide value to the business relative process, including testing strategies, testing preparation and
to its cost. Identify which applications to retire, grow or testing execution, to ensure that the quality of the
replace, repurpose or sustain. applications meet business requirements.
Enterprise Application Selection & Application Maintenance: Manage the constant
Implementation: Manage the selection and improvement and changes to the organization’s applications
implementation of enterprise applications, off-the-shelf after they have been originally delivered and implemented.
software and Software as a Service, to ensure that IT
provides the business with the most appropriate
applications at an acceptable cost.
Application Development Throughput: Establish
a timely and cost-effective system for the development of
applications capable of supporting the business’ strategic
and operational goals.
50
Your Journey
Starts Here.
Contact us today to get started with the
IT Management and Governance Diagnostic.
Get Started

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IT Management &

 APO02  APO01  APO13  BAI03 | ITRG07

 MEA01  APO04  APO07  DSS05  DSS06  BAI03 | ITRG08

Manage Incident Disaster Organizational

FINANCIAL SERVICE PLANNING PPM&

Prioritize Your Key IT Processes & Build an Improvement Roadmap

Establish Clear Ownership of Core IT Processes

2. Determine the most critical IT processes

3. Create Your Process Improvement Roadmap 4. Data Quality

Seewhi chprocessesyourteam have

Sample IT Company # of Responses

See each respondent's involvement level with each

Accountable Accountable & Responsible Involved: Involved: Accountability Conflict &

Accountable Accountable & Responsible Involved: Involved: Accountability Conflict &

Accountable Accountable & Responsible Involved: Involved: Accountability Conflict &

Accountable Accountable & Responsible Involved: Involved: Accountability Conflict &

Accountable Accountable & Responsible Involved: Involved: Accountability Conflict &

Improve Process Immediately Leverage Process

 Vendor Management Applications

Evaluate Process Maintain Process

44th Most Important Process (out of 45)

Kim Porter 6.0 9.0 -3.0

Improve Process Immediately Leverage Process

Evaluate Process Maintain Process

36th Most Important Process (out of 45)

Kim Porter 5.0 9.0 -4.0

Improve Process Immediately Leverage Process

 Enterprise Architecture Applications

Evaluate Process Maintain Process

43rd Most Important Process (out of 45)

Name Effectiveness Importance Gap

Michelle Solis 5.0 5.0 0.0

Improve Process Immediately Leverage Process

Change Management Applications

PPM & Projects

Evaluate Process Maintain Process

Security & Risk

35th Most Important Process (out of 45)

Jon Dingess 9.0 8.0 1.0

Improve Process Immediately Leverage Process

 External Compliance Applications

PPM & Projects

Evaluate Process Maintain Process

Improve Process Immediately Leverage Process

 Application Development PPM & Projects

Evaluate Process Maintain Process

45th Most Important Process (out of 45)

Jon Dingess 8.0 8.0 0.0

Improve Process Immediately Leverage Process

Evaluate Process Maintain Process

Improve Process Immediately Leverage Process

Requirements Gathering Applications

Evaluate Process Maintain Process

38th Most Important Process (out of 45)

Eva Wright 5.0 9.0 -4.0

1. Why are there gaps in respondents’ importance scores?

2. Why are there gaps in respondents’ effectiveness scores?

5. What are your next steps following the alignment exercise?

APO02 APO01 APO13 BAI03 | ITRG07

MEA01 APO04 APO07 DSS05 DSS06 BAI03 | ITRG08