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OML Assessment – Facilitator
IT Operational Maturity Level (OML) Assessment
1. Technology Standards: To what extent does the IT organization comply with technology standards?
1 - Technology standards are not defined and there is little or no technology standardization or no goal to standardize. Business units may buy technology without IT approval.
2 - Key technology standards are partially developed but no timeframe for compliance is specified or enforced. Business units buy technology without IT approval.
3 - Technology standards are largely developed but there is no immediate standardization compliance or drive towards standardization. IT approval is sought but exceptions are frequently made.
4 - Technology standards are developed and the organization is being driven towards standardization. C-Level is beginning to support standards.
5 - Technology standards are completely defined, documented and rolled out throughout the organization with full C-Level support. Standardization is a key part of every technology decision.
2. Cloud Technology Adoption: To what extent and how has the IT organization adopted cloud technology in the primary business?
1 - There is no primary line of business (LOB) application and most or all applications and services are hosted by different public cloud providers.
2 - There are multiple LOB applications (3 to 5). Some are hosted on premise, some are hosted in public clouds and some are hosted in a private cloud. There is little to no formal documentation relating business processes to specific LOB applications.
3 - The organization uses multiple LOB applications in different departments that most or all users work from daily. Most business processes utilize the LOB applications, which is hosted in an on-premise or private cloud environment. There is little to no integration between the LOB applications which cause delays, errors and double data entry.
4 - The organization uses a single LOB application with some bolton apps. All key metrics come from the single LOB application and it's hosted in a private cloud environment. There are still multiple points of accountability with the bolt on apps, and multiple vendors still need to get involved when problems or upgrades arise.
5 - The organization uses a single line of business application with no bolt on apps. The LOB application is hosted in a private cloud environment. All key metrics come from the single LOB application and the metrics are driving change and operational efficiency in the organization.
3. Skills Identification: How are the roles/skills needed by the IT organization identified and filled?
1 - Roles are primarily defined by technical skill requirements and task-level functional requirements. Hiring is ad hoc. Position descriptions, performance metrics, career pathing and training plans are not in evidence. "Lone Rangers" are common.
2 - Roles are defined by technical skill and task-level functional requirements. Hiring is ad hoc. Position descriptions are written and used but performance metrics, career pathing and training plans are not in evidence. "Lone Rangers" are still common but "Rocket Scientists" are starting to become evident.
3 - Roles are primarily defined by technical skill and task-level functional requirements. Hiring is ad hoc. Position descriptions and basic performance metrics are used. However, incentive compensation plans, career pathing and training plans are not in evidence. "Rocket Scientists" are starting to become evident.
4 - Roles are defined by technical skill, then functional area, then management level. There is proactive recruiting for expected positions. Position descriptions, performance metrics, career pathing and training plans are fully implemented, but incentive comp plans are not. "Rocket Scientists" are declining in number. "Team Players" are becoming more common.
5 - Roles are defined by technical skill, then functional area, then management level. Recruiting is constant to a create stream of top candidates. Position descriptions, performance metrics, incentive compensation plans, career pathing and training plans are fully implemented. "Team Players" are common.
4. Change & Project Management: How are IT service requests, technology change requests and IT projects documented by the IT organization?
1 - IT service requests are informally documented in emails and requests are frequently made over the phone. Projects are done ad-hoc without a formal project plan.
2 - Most IT service requests are formally documented in a service request database, technology change requests are reviewed and approved easily.
3 - Most or all IT service requests are documented in a service request database, and there is a business case defined for most or all IT projects and technology change requests with an estimated ROI.
4 - All IT service requests are documented in a service request database, and all IT projects and technology change requests are defined by a technology committee in the organization and are aligned with the organization's strategic growth.
5 - All IT service requests are documented in a service request database, service delivery KPIs are reviewed on a weekly or monthly basis by an IT Manager, and all IT projects and technology change requests are defined by a technology committee in the organization and are aligned with the organization's strategic growth.
5. Service Management: How does the IT organization utilize system and service management tools?
1 - Ad hoc use of point solution tools, selected by the person or team responsible for the specific function. Little or no system management automation. Little or no documentation of operations work performed. Little or no analysis of operational efficiency and effectiveness.
2 - Reduced number of tools in effort to enable workload management across multiple resources and first steps toward automation. Basic documentation of operations work performed on a semi-consistent basis.
3 - Integrated tool or tools are being implemented at a basic level, resulting in significant tool investment. Ad hoc tool usage is systematically disallowed. Workload analysis is indicating where systematic problem reduction and management automation should be targeted.
4 - Investment in the integrated toolset continues, resulting in high levels of SLA/OLA compliance and performance reporting. Basic manpower and capacity planning are occurring on a regular basis.
5 - Fully integrated systems and service management including manpower planning, capacity planning, SLA reporting and exception reporting. A high degree of automation enables lower cost people to deliver to SLA/OLA expectation.
6. Operating Processes: How does the IT organization document and train its operating processes?
1 - Little or no formal process documentation is in place, and rarely updated. Training is a combination of vendor technical education and hands-on with some mentoring.
2 - Some basic process documentation is in place, but not frequently updated. No standard process documentation style is in place; each function uses its own. Little or no executional practice documentation is in place.
3 - "Process to create a process" and standard process documentation style is in place and compliance is moderate. There is a systematic listing of processes to be developed and progress is being made. Basic executional practice documentation is in place for a small number of core processes.
4 - Major processes are documented at the flow level and many are documented at the executional practice level. Compliance to process creation and documentation practices is high. Refresh is a formal and consistent function.
5 - Virtually all existing processes are fully documented at the flow and executional practice level. New processes are designed and documented before the process is put into place.
7. Security Policies & Compliance: How does the IT organization document and comply with IT security policies?
1 - There are no formal IT security policies and there is no driver towards IT security compliance. No IT security in the organization is measured or measurable.
2 - IT security is on a best effort basis. It's talked about in the organization but there is no formal IT security policy and there is no driver towards IT security compliance.
3 - A need for IT security compliance has been identified, usually by an external body. A drive towards compliance has been started but lacks a formal project plan.
4 - Most or all IT policies and procedures are documented, and most or all policies and procedures reflect the documentation. Most policies are measurable, but are not measured on a regular basis.
5 - All IT policies and procedures are documented, the IT policies reflect the exact documentation, and all policies are measurable, measured and reviewed on a regular basis.
Operational Scalability Score
Governance & Controls
8. IT Budgeting: How does the IT organization budget for IT expenses?
1 - There is no formal IT budget. Technology expenses are purchased ad-hoc including hardware, software and services. Expenditures are under 1.5% of the entity's operating budget.
2 - Some IT purchases are made based on specific recommendations but they were not planned for in advance. Most IT hardware, software and operation expenses are paid for as needed or during a point of pain. Expenditures are under 1.5% of the entity's operating budget.
3 - A technology road map has been documented but no annual IT budget is created or managed to. Some hardware/software is purchased in advance based on the road map but some is still purchased ad-hoc. Expenditures are between 1.5% and 3% of the entity's operating budget.
4 - A technology road map is documented and an annual IT budget is created. Management sometimes reviews budget vs. actual. Most or all IT hardware, software and operational expenses are budgeted in advance. Expenditures are between 3% and 4.5% of the operating budget.
5 - There is a formal IT budget based off of the technology road map. The IT budget vs. actual is reviewed quarterly by the organization and it is somewhere between 3% and 6% of the entity's operating budget.
9. Value Creation Process Support: How does IT support the value creation process?
1 - IT does not support any value creation processes.
2 - IT supports some value creation processes at the departmental level with little to no integration, which include product and service development, marketing and delivery.
3 - IT supports all value creation processes at the departmental level with some integration, which include product and service development, marketing and delivery.
4 - IT supports cross functional value creation processes at the organizational level, which include product and service development, marketing and delivery. Enabling/governing processes such as HR and Finance have basic visibility.
5 - IT supports all value creation processes at the organizational level, which include product and service development, marketing and delivery. Enabling/governing processes such as HR and Finance are fully integrated.
10. Executive Level Contribution: What are the focus areas and contribution levels of the top IT manager/executive?
1 - Tactical day to day firefighting with little or no forward planning and budget management. Do-er as well as leader. Answers primarily to business unit heads or Finance.
2 - Planning horizon extends to 2-3 months out. Still considerable firefighting and doing, but able to spend some time on planning and analysis. Answers to business unit heads or Finance.
3 - Planning horizon extends 12 months out. Project-level and payroll-level budgeting and accountability. Participating in non-IT management meetings but not C-level. Reports to Finance.
4 - Planning horizon 18-36 months out. Developing and submitting full budgets, and managing to budget. Close collaboration with business unit heads on unit efficiency and effectiveness as well as enablement. Reports to C-Level.
5 - Full participation in C-Level forward planning, with peer level contributions to company strategy and major initiatives. Instrumental in M&A, funding initiatives, etc.
11. Business Reviews: How regularly does the IT organization hold strategic business reviews or similar IT business planning and IT operational review meetings?
1 - IT business planning and IT operational review meetings happen infrequently or not at all.
2 - Strategic business reviews are held only when requested by the C-Level or held by line management but unattended by C-Level. Some sort of technology change is often the driver for the meeting.
3 - Strategic business reviews are held intermittently resulting in no formal meeting or review schedule. There is a business plan but there is no documented technology roadmap.
4 - Strategic business reviews are held at least annually and there is a technology roadmap. There is basic alignment between the technology roadmap and the business plan.
5 - Strategic business reviews are held quarterly with little to no exception and there is a documented technology roadmap that is aligned with the business plan.
Governance & Controls Score
Strategic Alignment, Business Value
12. Training: How does the IT organization train the employees on the technology used?
1 - No technology training is done by the organization, and employees learn socially and on the job about the organization's technology.
2 - Some technology training is done during a new employees onboarding process, there is no additional formal technology training and employees learn socially and on the job about the organization's technology.
3 - There is a formal technology training process with some documentation that starts during the new employee onboarding process and continues on at least an annual basis throughout the organization.
4 - Formal and documented technology training starts when new employees are onboarded and continues at least quarterly. Special training occurs each time a new technology or process that uses technology is rolled out to the organization.
5 - Formal, documented and measured technology training starts when new employees are onboarded. Employees technology skills are measured at least quarterly and ongoing education is tailored around employee technology skill levels. Rollout training continues.
13. New Business: How is IT supporting revenue growth and opening new business opportunities for the organization?
1 - IT is seen only as an expense and does not drive any revenue growth in the organization. Investment in IT is minimal.
2 - IT is seen mostly as an expense but some investments are made in IT to improve process and increase operating efficiency.
3 - Investments in IT process improvement and operational efficiency are being made to drive decreasing IT operational costs in the organization on a unit cost basis.
4 - IT is supporting new opportunities for customer retention and satisfaction, and enabling increased revenue in existing lines of business.
5 - New lines of business are being created in the organization as a result of IT innovations and there is measurable revenue growth from IT-powered lines of business.
14. Vendor Management: How does the IT organization manage vendors?
1 - Virtually all transactional or "I'll do business with you next time" relationships. No awareness of need to evaluate or rate vendors except on basic business culture compatability and price. Little or no interest in business goals of vendor. Business units can make independent purchases.
2 - Much business is still transactional but "go to" vendors are informally identified for major ongoing requirements. Need for formal performance or evaluation criteria is starting to be recognized. Little or no interest in business goals of vendor. Business units can still make independent purchases.
3 - "Go To" vendors are identified and formal annual agreements are in place for some of the major requirements. Outsourcing of one or more areas may be in consideration or in progress but no formal vendor evaluation methodology is in place; only basic understanding of vendors' operational maturity.
4 - Strategic vendors are identified and engaged in multi-year deals, for most requirements, with mutually agreed performance targets and reporting. One or more major areas of IT operation are outsourced to mid-to-high operational maturity partners. Secondary vendors are informally sought but inconsistently managed and groomed.
5 - Strategic vendors are identified and engaged in multi-year deals, with mutually agreed performance targets and reporting, and with mutual risk/reward structures. Major areas of IT operation are outsourced to high operational maturity partners. Secondary vendors for each requirement are in place and formally groomed.
15. Measuring & Reporting: How does the IT organization measure its operational efficiency and effectiveness performance?
1 - Little or no formal measurement. General feeling of being ahead or behind the operational workload. Business unit heads' opinions are primary "external" assessment of performance.
2 - Basic workload tracking is being put into place but compliance to usage is inconsistent. Ad hoc analysis is being done to examine or resolve specific pain points.
3 - Workload tracking and system performance tracking are implemented and discipline is good if not perfect. Basic analytics are performed on a consistent basis but are primarily inwardly and C-level focused; minimal reporting to business units.
4 - Workload tracking and system performance tracking discipline is high. Basic SLA/OLA commitments are made to business units and performance is starting to be reported to business unit heads. Predictive analytics are performed on a consistent basis.
5 - Formal SLA/OLAs in place aligned to business function-specific uptime, fulfillment and resolution commitments. Business value-add performance is reported. External comparisons are consistently used.
Strategic Alignment, Business Value Score
IT Operational Maturity Level Score
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IT Operational Maturity Level Score
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