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IT Governance
IT Management &
Innovation��
�
�IT Strategy
This report was prepared by Info-Tech Research Group for COMPANY X on 2014-09-20. Data is comprised of X responses. Including responses by (IT): NAME, NAME, NAME, NAME.Including responses by (business): NAME, NAME, NAME.
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IT Process Diagnostic and Alignment ProgramPrepared for Some Name Company
IT Governance
IT Management &
Innovation���
Governance
Management &
IT Strategy
Governance
Management &
� IT Strategy
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
1. Survey Your Team• Gather the necessary data from your team to get a clear understanding of the processes that
affect your IT department’s ability to fulfi ll IT and business goals.
2. Understand The Results• Understand your team’s perception of each process’ importance and effectiveness.• Identify where the gaps exist between your team members’ process scores to see where there are
differences in opinion.
3. Conduct an Alignment Exercise• Gather your team and discuss the discrepancies for the processes with the greatest gaps in
scores. • Bring the entire team onto the same page regarding which processes are the most important and
which processes are the least effective.• Establish process owners for the IT processes. Each relevant process must have at least one
person accountable for monitoring and improvement initiatives.
4. Create a Process Improvement Roadmap• Once your team has reached a consensus on which processes to focus on, create a process
improvement roadmap outlining which processes your team will focus on over the next 12 months.
• Determine concrete responsibilities and timelines, as well as regular checkpoints with your team to monitor progress.
IT Process Diagnostic and Alignment Program
1
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%High Level Process Map
Leverage ProcessMaintain ProcessEvaluate ProcessImprove Process Immediately
Business Transformation
Strategy & Governance
Planning & Architecture
Financial Management
Service Delivery
Enterprise Architecture
Data Quality
Application Rationalization
Business Intelligence & Reporting
Data Architecture
Information Lifecycle Planning
Application Development
Organizational Change Management
Project Management
Requirements Gathering
Enterprise Application Selection & Implementation
Application Maintenance
Availability & Capacity Management
Confi guration Management
Service Desk Optimization
Service Management
Operations Management
Change Management
Incident Management
Release Management
Problem Management
IT Strategy
IT Governance
Performance Measurement
Stakeholder Relations
IT Management & Policies
Innovation
Benefi ts Delivery
Vendor Management
Portfolio ManagementAsset Management
Cost & Budget Management
Security & RiskPeople & Resources
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IT Knowledge Management
Leadership, Culture & ValuesHuman Resources Management
Resource Optimization
IT Organizational Design
Business Process Controls and Internal Audit
Disaster Recovery Planning
External Compliance
Information Security
Business Continuity
Risk Management
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Not Applicable 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
These are all of your IT processes ranked based on their perceived importance, from the most important to the least important. Use this data to understand which processes your team believes are crucial to them and to the organization.
The following processes have the largest deviation in scores from the average.
Top 10 Areas of Disagreement
Process Importance
Critical Importance
LimitedImportance
Signifi cantImportance
No Importance
10
8 8
10 10 9 9
9
IT Management & Policies
Benefi ts Delivery
Performance Measurment
IT Strategy
IT Strategy
IT Governance Enterprise Architecture
Enterprise Architecture
Vendor Management
PortfolioManagement
7IT
Organizational Design
7 6IT Knowledge Management
8Information Security
7Leadership, Culture & Values
66Stakeholder Relations
Cost & BudgetManagement
Cost & Budget Management
6
8
Resource Optimization
Human Resources Management
Business Process Controls and Internal Audit
LimitedImportance
4.1 - 6.0
NoImportance
1.0 - 4.0
3Information
Lifecycle Planning
3
3
3 3
4 44Release Management
Innovation Security ManagementExternal Compliance
Application Maintenance
Application Rationalization
Data Architecture
Data Architecture & Design
Data Quality
3
1
Requirement Gathering
Enterprise Application Selection &
Implementation
3
1
3
Application Development
Organizational Change
Management
Project Management
3Asset Management
Asset Management33Availability & Capacity
Management
Availability & Capacity Management
Business Intelligence & Reporting
6
3Confi guration Management
Service Management
1 1 1
2 2 22Service Desk Optimization
Operations Management Operations Management
Change Management
Incident Management
Risk Management
Business Continuity
Disaster Recovery Planning Risk Management
2Problem Management
8.1 - 10
CriticalImportance
6.1 - 8.0
Signifi cantImportance
IT Knowledge Management
1.
2.
3.
4.
5.
6.
7.
8.
9.
10. 33333
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
This page shows all your IT processes in order of their perceived effectiveness, from least effective to most effective. Use this data to understand which processes your team believes are currently performing well and which processes are currently struggling or broken.
Process Effectiveness
SomewhatEffective
6.1 - 8.0
VeryEffective
8.1 - 10.0
SomewhatIneffective
4.1 - 6.0N/A
Very Effective
Somewhat Effective
Somewhat Ineffective
Not Effective
Not In Place
Not inPlace
NotEffective
1.0 - 4.0
6.16.1Stakeholder Relations
Cost & BudgetManagement 7Resource
Optimization
3Information
Lifecycle Planning
5
3
5 5
6 66Release Management
Innovation External Compliance
Application Maintenance
Application Rationalization
Data Architecture
Data Quality
4.5Requirement Gathering
Enterprise Application Selection &
Implementation
4.5
4
Application Development
Organizational Change
Management
Project Management
6Asset Management
43Availability & Capacity
Management
Business Intelligence & Reporting
6Confi guration Management
1 2 21Service Desk Optimization
Operations Management
Change Management
Incident Management
Risk Management
Business Continuity
Disaster Recovery Planning
2Problem Management
8IT
Organizational Design
8
7IT Knowledge Management
8Leadership, Culture & Values
Human Resources Management
7Service Management7
8.1 98.1 Benefi ts Delivery
Performance Measurment
PortfolioManagement 9Information
Security9Business Process
Controls and Internal Audit
10 10 10 10 10IT Management & Policies IT Strategy IT Governance Enterprise
ArchitectureVendor
Management
The following processes have the largest deviation in scores from the average.
Top 10 Areas of Disagreement
IT Strategy
Enterprise Architecture
Cost & Budget Management
Security Management
Data Architecture & Design
Asset Management
Availability & Capacity Management
Operations Management
Risk Management
IT Knowledge Management
1.
2.
3.
4.
5.
6.
7.
8.
9.
10. 44444
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
This page outlines the current ownership over your organization’s IT processes as determined by the team leader. Your team should pay particular attention to how many processes the team leader is responsible for, as well as processes with no process owners. Use this data to facilitate a discussion around the division of responsibilities pertaining to each process. Determine whether the current distribution makes sense, and which processes need more or less attention.
Process Accountability
Name If a person has been identifi ed as accountable for three processes or more, a warning sign will show up. Having ownership of many processes can result in insuffi cient attention being paid to each individual process.
Benefi ts Delivery IT GovernanceInnovation IT Management & Policies
Stakeholder RelationsIT Strategy Performance
Measurement
Application Development
Enterprise Application Selection & Implementation
Organizational Change Management
Project Management
Jane Smith
Jessica Horford
Howard Jones
Jeremy Parker
Donovan Prue
Maggie Brett
Jerry McGregor
John Smith
No owner
Availability & Capacity Management
Availability & Capacity Management
Requirements Gathering
Service Desk Optimization
Service Management
Confi guration Management
Change Management
Release Management
Release Management
Incident Management
Application Maintenance
Application Maintenance
Problem Management
Problem Management
Operations Management
Operations Management
Business Process Controls & Internal Audit
External Compliance
Risk Management
Information Lifecycle & Planning
Information Lifecycle & Planning
Application Rationalization
Portfolio Management
Enterprise Architecture
Enterprise Architecture
Data Quality
Data Quality
Data Architecture
Data Architecture
Business Intelligence & Reporting
Risk Management Asset Management
Asset Management
Cost & Budget Management
Portfolio Management
Vendor Management Human ResourcesManagement
IT Knowledge Management
Leadership, Culture & Values
IT Organizational Design
Resource Optimization
Requirements Gathering
Service Management
Service Desk Optimization
Business Continuity
55
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
This page outlines the current ownership over your organization’s IT processes as determined by the CIO. Your team should pay particular attention to how many processes the CIO is responsible for, as well as processes with no process owners. Use this data to facilitate a discussion around the division of responsibilities pertaining to each process. Determine whether the current distribution makes sense, and which processes need more or less attention.
Process Accountability
Name If a person has been identifi ed as accountable for three processes or more, a warning sign will show up. Having ownership of many processes can result in insuffi cient attention being paid to each individual process.
Benefi ts Delivery Innovation
Application Development
Enterprise Application Selection & Implementation
Jeffrey Langstaff
Erin Piper
Austin Russell
Kristen Patton
Luke Reddick
Jason MacArthur
Daniel Cohen
Shelley Alan
Andrew Daniels
Joanna Hutchinson
Nathan Byrd
Requirements Gathering
Service Desk Optimization
Application Maintenance
Portfolio Management
Business Intelligence & Reporting
Risk Management
Business Continuity
Disaster Recovery Planning
Vendor Management
Leadership, Culture & Values
Resource Optimization
66
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
Use this grid to prioritize your team’s process improvement initiatives. Focus your time and energy on the processes in the top left quadrant, which received high importance scores but low effectiveness scores.
High Level Process Results
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow
Leverage ProcessImprove Process Immediately
Maintain ProcessEffectiveness
IT Management & Policies
External Compliance Disaster Recovery Planning
Business Process Controls & Internal Audit
Business Continuity
Business Intelligence & Reporting
Vendor Management
Availability & CapacityManagement
Risk Management
Benefi ts Delivery
Data Architecture
IT Strategy
Leadership, Culture & Values
Project Management
Project Management
Requirements Gathering
Application Development
Enterprise Application Selection & Implementation
Enterprise Architecture
Service Desk Optimization
Service Management Information Security
Performance Measurement
Data QualityIT Governance
Human ResourcesManagement
Application Maintenance Application Rationalization
Resource Optimization
IT Organizational Design
Disaster Recovery Planning
Stakeholder Relations
Information Lifecycle Planning
Innovation
IT Knowledge Management
Organizational Change Management
Confi guration Management
Change Management
Release Management
Incident Management
Problem Management
Operations Management
Asset Management
Cost & Budget Management
BusinessTransformation
Planning &Architecture
Evaluate Process 7
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
Strategy & Governance: Process Results
Low Priority Processes
IT Management & Policies
Benefi ts Delivery
IT Strategy
Performance Measurement
IT Governance
Stakeholder Relations
Innovation
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process 8
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Strategy & Governance In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
999
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Strategy & Governance In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Team Leader Team Leader Team Leader Team Leader
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
2
10101010 210 2 210 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Business Transformation: Process Results
Enterprise Application Selection & Implementation
Requirements Gathering
Organizational Change Management
Application Development
Project Management
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
11
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Business Transformation In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
121212
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Business Transformation In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
Team Leader Team Leader Team Leader Team Leader
2
13131313 213 2 213 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Service Delivery: Process Results
Change Management
Confi guration Management
Incident Management
Service Desk Optimization
Service Management
Application Maintenance
Availability & Capacity Management
Operations Management
Problem Management
Release Management
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
14
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Service Delivery In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
151515
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Service Delivery In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
Team Leader Team Leader Team Leader Team Leader
2
16161616 216 2 216 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Planning & Architecture: Process Results
Business Intelligence & Reporting
Data Architecture
Enterprise Architecture
Data Quality
Application Rationalization
Information Lifecycle Planning
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
17
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Planning & Architecture In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
181818
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Planning & Architecture In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
Team Leader Team Leader Team Leader Team Leader
2
19191919 219 2 219 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Security Risk: Process Results
Business Continuity
Business Process Controls and Internal Audit
Disaster Recovery Planning
External Compliance
Information Security
Risk Management
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
20
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Security Risk In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
212121
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Security Risk In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
Team Leader Team Leader Team Leader Team Leader
2
22222222 222 2 222 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Financial Management: Process Results
Vendor Management
Portfolio ManagementAsset Management
Cost & Budget Management
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
23
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Financial Management In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
242424
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Financial Management In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
Team Leader Team Leader Team Leader Team Leader
2
25252525 225 2 225 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%People & Resources: Process Results
Leadership, Culture & Values
Human ResourcesManagement
Resource Optimization
IT Organizational Design
IT Knowledge Management
Service Delivery
Security & Risk
People &Resources
Strategy & Governance
FinancialManagement
Impo
rtan
ceH
igh
HighLow Effectiveness
BusinessTransformation
Planning &Architecture
Leverage ProcessImprove Process Immediately
Maintain ProcessEvaluate Process
The IT leader must focus on improving the processes in the top left quadrant fi rst in order to see the biggest impact.
26
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%People & Resources In Depth Results
Process Prioritization Grid
This prioritization grid reflects the opinions of the team leader and the team regarding process importance and effectiveness. The placement of each process within the grid corresponds to a call to action. Use this grid to discuss differences in opinions and to reach a consensus before creating a process improvement plan.
Process Accountabilities
Business Transformation Overall Results
The team leader has assigned process ownership and accountability to the following respondents:
Use the average scores for all of the processes in this area to get an understanding of how this process area scored. The team leader and the team’s responses are separated to give an indication of the perceived importance and effectiveness for this process area. The rankings indicate how this process area performed against the others. Prioritize this area if it has a high importance, but a low effectiveness ranking.
Team Leader Team Both
Impo
rtan
ce
Effectiveness
Process 1 Name
Process 1 NameProcess 3 Name
Process 2 Name
Process 2 NameProcess 1 Name
Process 4 Name
Process 2 Name
Hig
h
HighLow
Team Leader Team
4.566.78
8.765.66
64
52 ( out of 7 )
( out of 7 )Effectiveness Rank
Importance Score
Effectiveness Score
Maintain ProcessEvaluate Process
Leverage ProcessImprove Process Immediately
Importance Rank
Requirements Gathering
Business Intelligence & Reporting
Enterprise Application Selection & Implementation
Business Process Controls & Internal Audit
Availability & Capacity Management
Service Desk Optimization
Business Intelligence & Reporting
Disaster Recovery Planning
Leadership, Culture & Values
Resource Optimization
Maggie Brett
Jerry McGregor
Shelley Alan
Daniel Cohen
Jessica Horford
Jeremy Parker
Jane Smith
John Smith
Donovan Prue
Howard Jones
272727
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%People & Resources In Depth Results
Importance Rank( out of 43)
Effectiveness Rank (out of 43)
Importance Score
Gap from average
Effectiveness Score
Respondent selected this process as one of the top 3 most important
Respondent stated that this process had an importance higher than 8
Scores Scores Scores Scores
Average Average Average Average
Respondent 2 Respondent 2 Respondent 2 Respondent 2
Respondent 11 Respondent 11 Respondent 11 Respondent 11
Respondent 3 Respondent 3 Respondent 3 Respondent 3
Respondent 12 Respondent 12 Respondent 12 Respondent 12
Respondent 4 Respondent 4 Respondent 4 Respondent 4
Respondent 13 Respondent 13 Respondent 13 Respondent 13
Respondent 20 Respondent 20 Respondent 20 Respondent 20
Respondent 5 Respondent 5 Respondent 5 Respondent 5
Respondent 14 Respondent 14 Respondent 14 Respondent 14
Respondent 6 Respondent 6 Respondent 6 Respondent 6
Respondent 15 Respondent 15 Respondent 15 Respondent 15
Respondent 7 Respondent 7 Respondent 7 Respondent 7
Respondent 16 Respondent 16 Respondent 16 Respondent 16
Respondent 8 Respondent 8 Respondent 8 Respondent 8
Respondent 17 Respondent 17 Respondent 17 Respondent 17
Respondent 9 Respondent 9 Respondent 9 Respondent 9
Respondent 18 Respondent 18 Respondent 18 Respondent 18
Respondent 10 Respondent 10 Respondent 10 Respondent 10
Respondent 19 Respondent 19 Respondent 19 Respondent 19
IT Management & Policies
InnovationEnterprise Application
Selection & Implementation
Business Process Controls & Internal
Audit12
2 5 1 2 5
2 7 2 2 2 2 2 7 2 2 3 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 0 2 2 2
2 2 2 2 2 0 2 2 2 2 2 2 10 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
2 2 2 2 2
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
-2.5-2.5-2.5-2.5
-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5-2.5
-2.5-2.5
8 8 8 8
8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
22 2 3410 10 9 42
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise.
Stay up to date with information technology and related service trends, identify innovation opportunities, and plan how to benefi t from innovation in relation to business needs.
Adopt best practices for the selection and implementation of enterprise applications (off-the-shelf software and Software as a Service) throughout the systems development lifecycle to reduce the risk associated with large projects.
Defi ne and maintain appropriate business process controls to ensure that information related to and processed by in-house or outsourced business processes satisfi es all relevant information control requirements.
Team Leader Team Leader Team Leader Team Leader
2
28282828 228 2 228 2
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Alignment Exercise – Introduction
Using the data provided in the report, your team will now benefi t from an open ended discussion regarding the discrepancies in the scores across all of the respondents. This exercise is benefi cial 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?
3. Which 3 - 5 processes will your team focus on improving in the next 12 months?• Build a process improvement roadmap around these selected processes to provide your team
with an action plan for the next year.
4. Who will be accountable for the improvement of each of processes? • Will it be an individual or a team?
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.
6. What products or services can Info-Tech Research Group provide to maximize the impact of your improvement initiatives?
• Process workshops
• Blueprints
• Consulting
• Diagnostic Programs
292929
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%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 fi rst, so as to get the most out of the program.
u Set an agenda and boundaries.Once the team has gathered, tell the team that the purpose of the exercise is to reach a collective understanding of the effectiveness and importance of the IT processes so as to be able to prioritize process improvement initiatives. For the purpose of this discussion, prioritize the top 10 processes which have the widest spread between scores, but also consider the processes with the most extreme importance and effectiveness scores across the board.
v Break down the processes. Use the Process Importance and Process Effectiveness pages sheet to identify the processes with the widest spread between scores. Use the Process Area In-depth Results sheets to dive deeper into the results for each process. Facilitate a discussion among the respondents who gave the processes the highest and lowest scores for importance and effectiveness. Why did they score the process the way they did? During this conversation, make sure to highlight at least 3 sub-processes for each process, which will make it easier to understand any underlying issues or perceived issues.
w Build consensus. 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 fi rst step in establishing a process improvement roadmap.
x Identify current process owners. 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.
y Take action. Your team should now create a plan using the Post-Alignment Worksheet to outline what initiatives will be taken, what resources the action item owner will need, metrics for success as well as expected outcomes. For each action item, assign a timeline and a priority immediately. Distribute a Post-Alignment Worksheet to all process owners. This will help them keep track of their initiatives.
z Follow up. Following the alignment exercise, send a follow-up email summarizing the action items and their owners in order to improve the likelihood that the items will be followed. After 2-4 weeks, follow up with action item owners to see how well their action items are going. Work with owners to overcome any blocks or challenges they are facing and adjust deadlines if necessary.
{ Ongoing collaboration. Establish a set schedule for the team to meet and discuss the progress of their initiatives and to uphold accountability.
| Revisit the exercise. After one year, conduct another team alignment exercise to see how the results compare. Ideally, the same 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.
303030
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%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.
2014 Alignment Exercise Participants
Name of Respondent Name of RespondentTitle Title
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
First Name Last Name First Name Last Name
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title
Job Title Job Title 313131
Computer Business Inc.
Powered by# of Employess# of ResponsesResponse Rate
1512
80.0%Post-Alignment Worksheet
Fill in process name Fill in process owner’s name
Considerations and Diagnostic Questions Known Issues And Unmet Needs
Steps
Steps
Steps
Goals
Goals
Goals
Metrics for success
Metrics for success
Metrics for success
Timeline
Timeline
Timeline
Sub-process 1
Sub-process 2
Sub-process 3
Sub-process 4
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