PO3  Determine Technological Direction
Control over the IT process of ...
determining technological direction
    with the business goal
    to establish a common understanding of the level of service required
     
      is enabled by
      • creation and maintenance of a technological infrastructure plan that sets and manages clear and realistic expectations of what technology can offer in terms of products, services and delivery mechanisms

        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:

Determine technological direction. 
CRITICAL SUCCESS FACTORS
Selected
Status
Description
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Business technology reports are disseminated to business units
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Technology changes are pro-actively monitored for threats and opportunities, with clearly assigned responsibilities and with a defined process that uses proven and reliable resources
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Monitoring results are evaluated at senior management levels and actions are agreed upon and integrated into the IT infrastructure plan, while maintaining alignment with the IT strategic plan
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A research, prototyping and testing facility is set up focusing on demonstrating business value and on identifying constraints and opportunities, rather than technological proficiency
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Technology infrastructure planning is translated into plans for technology acquisition, staff training and recruitment, with regard for technology usage policies and standards
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Roadmaps and migration strategies exist to take the organisation from the current state to the future state of IT infrastructure
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Technology direction and planning assumptions are reassessed independently at appropriate times
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The IT infrastructure plan is regularly assessed for contingency aspects
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An open exchange on technology developments and good relationships with vendors and third parties promotes industry watch functions and benchmarking
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KEY GOAL INDICATORS
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Number of technology solutions that are not aligned with the business strategy
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Percent of non-compliant technology projects planned
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Number of non-compatible technologies and platforms
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Decreased number of technology platforms to maintain
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Reduced applications deployment effort and time-to-market
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Increased interoperability between systems and applications
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KEY PERFORMANCE INDICATORS
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Percent of IT budget assigned to technology infrastructure and research
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Number of months since the last technology infrastructure review
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Business functions' satisfaction with the timely identification and analysis of technological opportunities
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Percent of technological domains within the technology infrastructure plan that have sub-plans specifying current state, vision state and implementation roadmaps
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Average length of time between the identification of potentially relevant new technology and the decision as to what to do with that technology
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  Conclusions:
* Non-existent 
There is no awareness of the importance of technology infrastructure planning for the entity.
* Optimised 
A research function exists to review emerging and evolving technologies and benchmark the organisation against industry norms. The direction is guided by industry and international standard and developments, rather than driven by technology vendors. There is formal executive approval of new and changed technological directions.
* Managed and Measurable 
IT staff have the expertise and skills necessary to develop a technology infrastructure plan. There is formal and specialised training for technology research. The potential impact of changing and emerging technologies is taken into account and validated. Management can identify deviations from the plan and anticipate problems. Responsibility for the development and maintenance of a technology infrastructure plan has been assigned. The process is sophisticated and responsive to change. Internal best practices have been introduced into the process. The human resources strategy is aligned with the technology direction, to ensure that IT staffs can manage technology changes. Migration plans for introducing new technologies are defined. Outsourcing and partnering are being leveraged to access necessary expe11ise and skills.
* Defined Process 
Management is aware of the importance of the technology infrastructure plan. The technology infrastructure plan development process is reasonably sound and is aligned with the IT strategic plan. There is a defined, documented and well-communicated technology infrastructure plan, but it is inconsistently applied. The technology infrastructure direction includes an understanding on where the organisation wants to lead or lag in the use of technology, based on risks and alignment with the organisation strategy. Key vendors are selected based on the understanding of their long-term technology and product development plans, consistent with the organisation direction.
* Repeatable but Intuitive 
There is implicit understanding of the need for and importance of technology planning, This need and importance is communicated. Planning is, however, tactical and focused on generating technical solutions to technical problems, rather than on the use of technology to meet business needs, Evaluation of technological changes is left to different individuals who follow intuitive, but similar processes. There is no formal training and communication of roles and responsibilities. Common techniques and standal-ds al-e emerging for the development of infrastructure components. 
* Initial / Adhoc 
Management recognises the need for technology infrastructure planning, but has not formalised either a process or plan, Technology component developments and emerging technology implementations are ad-hoc and isolated. There is a reactive and operationally focused approach to planning. Technology directions are driven by the often-contradictory product evolution plans of hardware, systems software and applications software vendors. Communication of the potential impact of changes in technology is inconsistent.
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