| 0 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.
|
| 1 (Initial/Ad Hoc) | 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.
|
| 2 (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.
|
| 3 (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.
|
| 4 (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.
|
| 5 Optimized | 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 predefined
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.
|
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