AI2  Acquire and Maintain Application Software
Control over the IT process of ...
acquiring and maintaining application software
    with the business goal
    of providing automated functions which effectively support the business proces
     
      is enabled by
      • the definition of specific statements of functional and operational requirements, and a phased implementation with clear deliverables

        and takes consideration

        • Critical Success Factors that leverage
        • specific IT Resources and is measured by
        • Key Performance Indicators

Record of Assessment
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  Control Objective:

Acquire and maintain application software. 
CRITICAL SUCCESS FACTORS
Selected Status
Description
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The acquisition and implementation methodology is strongly supported by senior management
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Acquisition practices are clear, understood and accepted
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There is a formal, accepted, understood and enforced acquisition and implementation methodology
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An appropriate set of automated support tools is available, saving time on software selection by focusing on the best of breed
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There is separation between development and testing activities
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Key requirements are prioritised in view of possible scope reductions, if time, quality or cost cannot be compromised
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The approach taken and effort committed are related to the business relevance of the application
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The degree and form of documentation required is agreed upon and followed in the implementation
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Compliance with corporate IT architecture is monitored, including a formal process for approving deviations
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KEY GOAL INDICATORS
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Number of applications delivered on time, meeting specifications and in line with the IT architecture
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Number of applications without integration problems during implementation
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Cost of maintenance per application below the set level
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Number of production problems, per application, causing visible downtime or service degradation
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Number of solutions not consistent with the currently approved IT strategy
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Reduced ratio of maintenance efforts relative to new development
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KEY PERFORMANCE INDICATORS
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Ratio of actual maintenance cost per application versus the application portfolio average
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Average time to deliver functionality, based on measures such as function point or modules
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Number of change requests related to bugs, critical errors and new functional specifications
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Number of production problems or disfunctionality per application and per maintenance change
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Number of deviations from standard procedures, such as undocumented applications, unapproved design and testing reduced to meet deadlines
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Number of returned modules or level of rework required after acceptance testing
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Time lag to analyse and fix problems
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Number or percent of application software effectively documented for maintenance
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  Conclusions:
* Non-existent 
The organisation does not require the identification of functional and operational requirements for development, implementation or modification of solutions, such as system, service, infrastructure, software and data. The organisation does not maintain an awareness of available technology solutions potentially relevant to its business.
* Optimised 
The organisation's acquisition and implementation methodology has been subjected to continuous improvement and has kept in step with changes in technology. It has flexibility, allowing it to handle the range of projects from large-scale, organisation-wide applications to specific tactical projects. The methodology is supported by internal and external knowledge databases containing reference materials on technology solutions. The methodology itself produces computer based documentation in a pre-defined structure that makes production and maintenance very efficient. The organisation is often able to identify new opportunities to utilise technology to gain competitive advantage, influence business process re-engineering and improve overall efficiency.
* Managed and Measurable 
The organisation has established an acquisition and implementation methodology, which has evolved to the point where it is unusual for it not to be applied. Documentation is of a good quality and each stage is properly approved. Requirements are well articulated and in accordance with pre-defined structures. The methodology forces proper consideration of solution alternatives and analysis of costs and benefits enabling informed choices to be made. The methodology is clear, defined, generally understood and measurable. Therefore, exceptions can be easily determined and corrected by management. Solutions respond efficiently to user requirements and there is awareness that forward looking solutions can improve business processes and the competitive solution.
* Defined Process 
The organisation has established an acquisition and implementation methodology, which requires a clear and structured approach in determining IT solutions to satisfy business requirements. The approach requires the consideration of alternatives evaluated against user requirements, technological opportunities, economic feasibility, risk assessments and other factors. The process is not, however, always followed for every project and depends on decisions made by the individual staff involved, the amount of management time committed and the size and priority of the original business requirement. Typically, the process is bypassed or considered to be impractical.
* Repeatable but Intuitive 
There is no formally defined acquisition and implementation methodology, but requirements tend to be defined in a similar way across the business due to common practices within IT. Solutions are identified informally based on the internal experience and knowledge of the IT function. The success of each project depends on the expertise of a few key IT individuals and the quality of documentation and decision making varies considerably. 
* Initial / Adhoc 
There is an awareness of the need to define requirements and identify technology solutions. However, approaches are inconsistent and not based on any specific acquisition and implementation methodology. Individual groups tend to meet to discuss needs informally and requirements are usually not documented. Solutions are identified by individuals based on limited market awareness, or in response to vendor offerings. There is little or no structured analysis or research of available technology.
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Maintenance Functions