Gartner for IT Leaders
看方向盘识车大全Publication Date: 1 October 2007 ID Number: G0*******
© 2007 Gartner is a registered trademark of Gartner, Inc. and/or its affiliates. Gartner for IT Leaders is a rvice mark of Gartner and/or its affiliates. All rights rerved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's rearch may discuss legal issues related to the information technology business, Gartner does not provide legal advice or Introducing the Gartner IT Infrastructure and Operations Maturity Model动漫帅哥
Donna Scott, Jay E. Pultz, Ed Holub, Thomas J. Bittman, Paul McGuckin
Gartner's IT Infrastructure and Operations (I&O) Maturity Model helps I&O leaders evaluate their maturi
ty with respect to people, process, technology and business management, and establish a road map for increasing levels of maturity to rvice alignment and partnering with the business.
Key Findings
• The I&O Maturity Model asss four dimensions of I&O: people, process, technology and business management.
• Each level of incread maturity provides substantially higher business value. •
Each maturity level transition is likely to take multiple years.
Recommendations
广东省职业技能鉴定指导中心• Asss your I&O maturity with respect to people, process, technology and business management.
•
Develop a road map of increasing maturity levels along with return on investment (ROI) criteria for program justification — focus on the maturity dimension that needs the most improvement.
•
Define maturity improvement initiatives that can be executed in four to six months.
ANALYSIS
Gartner's I&O Maturity Model asss maturity in four critical dimensions — people, process, technology and business management — and enables the creation of a road map for improvement. This model can be ud to track progress toward higher levels of maturity and business value.
We often get calls from I&O leaders looking to benchmark the maturity of their I&O environments, and looking for assistance in building a road map for improvement. Gartner has developed a number of maturity models in respon to the requests (including the IT management process maturity model, networking maturity model and infrastructure maturity model); however, they all asss a portion of I&O, as oppod to the entire sphere of I&O responsibilities and functions. Although the individual maturity models are uful in terms of granularity in specific areas, we believe that it is necessary for I&O maturity efforts to be cross-disciplined and coordinated.
The Structure of an IT Maturity Model
The grandfather of maturity models is the Capability Maturity Model (CMM), developed in 1987. CMM was breakthrough work, stressing the concept that process was central to capability maturity. Bad on the CMM concept, numerous maturity models have been spawned — primarily focud on asssing IT process maturity.
Greater I&O process maturity is esntial if I&O leaders are to improve IT rvices delivered to customers (e "Gartner Poll Suggests IT Management Process Aren't Maturing"). However, we believe that, although a focus on process is necessary, it's not sufficient for IT maturity, especially in I&O. Process-centricity makes n when process alone drives maturity, and all other elements follow. However, in the IT industry, the technology is constantly evolving, and discontinuity is the norm. Technological changes can require retting maturity in other areas; for example, operationalizing virtualization requires process changes. Hence, technology is also affecting maturity. An IT maturity model must include technology. As IT becomes more ingrained in business process, IT organization, culture and skills will also need to radically change. Culture, organization and personnel changes will often be prerequisites for process improvement and shifts in how technology is leveraged. Finally, people, process and technology are driven and constrained by the ways in which they're managed, including the governance procedures. Hence, we e process, technology, people and business management as the four esntial dimensions of I&O maturity.
The four asssment dimensions should generally move together and be aligned as I&O maturity increas. However, we recognize that, although they tend to move in the same direction, they don’t all move at the same rate, becau the rate will depend on organization, business and investment priorities. As a result, we encourage our clients to pay attention to all four dimensions; otherwi, if one lags consistently, it will hold you back from gaining the overall benefits of the I&O maturity level for which you're striving.微喇牛仔裤
珍稀植物Another important aspect of an IT maturity model is the need for a rapid ROI. Becau of the rate of technology change, the change in business requirements and operational process, and the need for new skills and collaboration methods, IT projects that require many years of implementation and expect a long-term ROI inevitably fail, as tools change or goals shift. An IT maturity model must provide for smaller steps, implementable in no more than two or three years, that generate measurable, rapid ROI.
Although it may take veral years for organizations to progress to the next level in the maturity model, they should define improvement initiatives that can be executed in four to six months. Publication Date: 1 October 2007/ID Number: G0******* Page 2 of 7
The smaller initiatives make the changes easier to absorb and ensure that incremental benefits are being realized while on the longer maturity journey.
Figure 1 identifies the four-dimensions asssment areas of the I&O Maturity Model, using a stool analogy. The people, process and technology asssments reprent the legs of the stool, whereas the business management functions tie the legs of the stool together. The business value metrics of using the model are shown above the stool and include:
•Economics — Improvements in cost, efficiency, productivity
•Quality of rvice — Factors related to how required rvices are delivered to the business, including availability/uptime, respon times and transaction rates
•Agility — The efficiency and speed with which IT responds to business, technology and regulatory change
•Customer satisfaction — Improvements in customer satisfaction
•Business contribution — Improved I&O business value (such as revenue, profits and speed to market)
Figure 1. The Components of Gartner's I&O Maturity Model
Projects that move an I&O organization from one level to the next typically u the metrics to justify the project's ROI.
In Figure 1, the attributes being assd for maturity are shown next to each of the four asssment dimensions. For example, business management maturity is measured in terms of planning, financial management, metrics, governance/standards, sourcing and project management.
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Gartner's I&O Maturity Model
We have defined six overall levels of I&O maturity, with the following objectives for each level: •Level 0, Survival — Little to no focus on IT infrastructure and operations.
•Level 1, Awareness — Realization that infrastructure and operations are critical to the business; beginning to take actions (in people/organization, process and technologies)
to gain operational control and visibility.
•Level 2, Committed — Moving to a managed environment, for example, for day-to-day IT support process and improved success in project management to become more
customer-centric and increa customer satisfaction.
•Level 3, Proactive — Gaining efficiencies and rvice quality through standardization, policy development, governance structures and implementation of proactive, cross-
departmental process, such as change and relea management.
•Level 4, Service-Aligned — Managing IT like a business; customer-focud; proven, competitive and trusted IT rvice provider.
•Level 5, Business Partnership — Trusted partner to the business for increasing the value and competitiveness of business process, as well as the business as a whole. Many large IT organizations will look to transform themlves to achieve Level 4 (rvice-aligned status) to align IT with business priorities and deliver consistent and competitive IT rvices. A few will make it past that to become a business partner, focud on innovation and increasing the value of the entire business (not just IT rvice delivery), with benefit metrics focud at the business contribution level. Achieving I&O maturity is a multiyear transformation, and the movement from one level to another is not evenly distributed in time and effort. Each level transition is likely to take multiple years, and each is likely to require sustained commitment. Laps (for example, due to organizational changes or changes in priorities) can result in significant delays achieving the next level, or cau it not to be attained.
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Figure 2 depicts the six levels of I&O maturity, with a high-level description of each of the four dimensions of asssment: people, process, technology and business management.
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Figure 2. The Levels of Gartner's I&O Maturity Model
I&O maturity levels will differ across industries, enterpri size and business strategies. Table 1 is an estimate of I&O maturity at each level, with a prediction of progress by year-end 2012.
Table 1. I&O Maturity Level Estimates for 2007 and 2012
Timeline Survival Awareness Committed Proactive Service-
Aligned
Business Partnership
12/2007 <2 45 30 15 8 <1
12/2012 <2 30 35 21 12 <2 Source: Gartner (October 2007)
Associated planning assumptions include:
•By year-end 2012, only 35% of I&O organizations in large enterpris will have achieved proactive or higher levels of I&O maturity; this is up from fewer than 25% in 2007.
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