PO05 Process Description

Periodic investment and operational budget established and approved by the business.

Annual Operating Budget: establish annual operating budget for ebcIT in line with the organisation's long- and short- range plans as well as with the information technology long- and short-range plans. Investigate funding alternatives,
Cost and Benefit Monitoring: Monitor costs and compare actuals to budgets. The source of the actual figures should be based upon the organization's accounting system and that system should routinely record, process and report the costs associated with the activities,
Cost and Benefit Justification: guarantee that the delivery of services is cost justified and in line with the industry. Determine and check per seat costs of providing technology services to clients.

Percent of IT investments meeting or exceeding expected benefits, based on return on investment and user satisfaction
Actual IT expenses as percent of total organization expenses vs. target
Actual IT expenses as a percent of revenues vs. target
Percent of business owner IT budgets met
Absence of project delays caused by lags in investment decisions or unavailablity of funding

IM/IT and ESD Planning - planning and implementing with Cluster and appropriate ministry staff the responsibilities for IM/IT planning and ESD planning, consistent with corporate and ministry timelines. This year, the BP process will be more integrated with an anticipated submission date of October
a review of detailed costs for all production support activities, broken by major applications and/or platform, staff and FFS costs,
based on tools/version and platform strategy work in 02-03, and financial work on bucket 3, develop recommendations, finalize business case and implement strategies to reduce ongoing costs of production support,
based on tools/version and platform strategy work in 02-03, and financial work on bucket 3, develop recommendations, finalize business case and implement strategies to reduce ongoing costs of production support,
based on Systems Environment Project (SEP) strategy work in 02-03, develop final recommendations and implement to reduce EBC data centers from 6 into 2-3 centres, and demonstrate cost savings, based on business case,
presentation and approval by ITMCs of bucket 2, as fixed envelope for multiple hard infrastructure services, with predicable costs per seat,
review with ministry staff and plan to execute bucket 1 to EBC's MOL vote and item in 04-05 BPA

All IT related costs are identified and classified
An effective IT asset inventory that facilitates accurate cost measurement is maintained
Formal investment criteria are defined for decision-making in a responsive approval process, adaptable to the type of project
An IT delivery plan is defined, providing context so that a clear view exists of on-going work and investments, technology life cycles and technology component reusability
An investment decision-making process is defined and considers short- and long-term impacts, cross-divisional impacts, business justification, benefit realization, strategic contribution, and compliance with the technology architecture and direction
To allow for clear choices based on impacts, measurable benefits, time-frames and feasibility, investment decisions need to be presented with options and alternatives
IT budgets and investments are aligned with the IT strategy and business plans
Expenditure approval authority is clearly delegated
Budgets that cover end-to-end expenditures have identifiable and accountable owners and are timely and closely tracked in an automated manner
Clear management accountability for realizing forecasted benefits and a process to track and report on benefits realization exist, eliminating cross-subsidies
There are clear management accountabilities for realizing and tracking forecasted benefits
Decision makers consider the full impact, including complete life-cycle and adverse effects, on other business units