| » Step 1 - Why Change & Why Now |
| Executives within IT and the Business were interviewed to get a better understanding of what the key drivers for change were and what the expected end-state would be after the implementation of the new IT operating Model. |
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| » Step 2 - What are the best in the industry doing and how do we rank against our peers |
| Working with the IT Executive, a set of questionnaires and workshops were used to get a clear understanding of where the organisation rated itself, in “maturity” terms, against the COBIT framework and where the executive believed they should be. The areas requiring attention were then prioritised and compared to peer scores. This set the scene for the analysis and design to come as the IT Executive would be key stakeholders in the process and would “own” the implementation. |
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| » Step 3 - Capability assessment |
| Using questionnaires based on a number of frameworks and standards (including COBIT, CMMI, ISO17799, PMBOK, ITIL) detailed analysis was carried out to determine the overall capability and maturity of the IT organisation from a number of different aspects : IT Governance, Project and Programme Management, Portfolio Management, Innovation, Solution Delivery, IT Service Management, Application Management, Infrastructure Management, Architecture Management, Risk Management, Procurement, Financial Management and Talent Management. |
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| » Step 3 - Business and IT Alignment |
| A separate exercise was carried out, involving Business and IT executives to determine the overall level of Business and IT alignment, and to determine key areas that should be addressed as part of the IT operating model. Areas covered included communications, value generation, governance, architecture and skills. |
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| » Step 4 - IT “Component” Operating Model |
| Initially a component model was created that detailed “what the IT operation was responsible for”. This covered the major components of Business and IT Partnership, Solution Delivery, IT Service and IT Control and Management. These major components were broken down into sub-components (and further into core-activities) against which the existing IT population was mapped. IT expenditure was also mapped to the component model so that there was a clear understanding and visibility of expenditure and its relationship to core IT activities. Relevant business areas were also mapped onto the IT component model to identify areas of possible duplication or overlap in terms of roles and responsibilities. |
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| » Step 5 - Charters, Mandates and Key Services |
| A charter (categorised under the headings of Drivers, Objectives, Principles and Design Criteria) was created for the overall IT organisation and each of the major components as outlined above. The key services were then defined and cross checked with the COBIT Domains and Processes for completeness. COBIT was utilised to define and validate inputs, outputs, activities and metrics. The core “base” services were identified by plotting each on a graph under “criticality of service” (from must-have to should-have) and “timing of implementation”. Level one process mapping was then carried out for each of the base services. |
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| » Step 6 - Validate the Component Design |
| The operating model was then validated by scoring the new model using the COBIT based questionnaires (used in step two above) to determine whether it would deliver the desired organisation “maturity levels”. The operating model was then redrawn using Services and Core Processes in place of functional components. |
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| » Step 7 - Organisation View |
| Using the Component and Services view of the operating model, it is then pretty straightforward to create an organisation view. The detail and structure of the individual software delivery teams was driven by a separate “IT Strategy and Roadmap” process which defined the core “IT Domains”. This is described further in the case study outlined in the “Business and IT Strategy” section of this website. |
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| » Step 8 - Transition |
| Using the component model view where individuals and team were mapped (as outlined in step four above) and the new organisation structure as outlined in step seven above, it was then possible to determine the optimal transition paths to move from the old world to the new world operating model. |
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