a capability maturity framework for sustainable ict

A Capability Maturity Framework for Sustainable ICT Brian Donnellan - Innovation Value Institute Charles Sheridan – Intel Corporation Edward Curry – Digital Enterprise Research Institute

SICT Drivers

Sustainable ICT

Self-interest (image, competitive differentiation)

Social, cultural and political influence

Industry and External Business Pressures

Regulatory & Compliance

Requirements

Environmental Concerns

Economics Savings

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Two Faces of SICT

External to IT smart buildings web

conferencing collaborative technologies

data collection and reporting

de-materialization

e-waste

e-procurement

Internal to IT

data centre design and operations

Virtualisation, cloud computing

Power Mgmt., PC refresh cycle

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Challenges for the CIO

CIO Complexity and rapid evolution of SICT

Lack of agreed and consistent standards

Evolving regulations and legislation around the world

The need for new SICT metrics and measures

Lack of expertise in SICT

IVI formed to create IT capability maturity framework – creating new approaches, leveraging existing standards and addressing "value" gap

Steering patrons

IVI membership includes leading enterprises, consulting, not-for-profit, government and academic organisations.

www.ivi.ie

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IT Capability Maturity Framework

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SICT acts as a standalone critical process with increasing maturity as well as influencing other critical processes in IT

PPP Portfolio Planning & Prioritisation (SICT specific)

SICT Maturity Curve - supports creation of critical

process with specific sustainability practices,

outcomes, metrics.

IVI CMF (all critical processes)

Additional/amended CP-specific practices to improve sustainability

maturity

PPP board decisions demonstrably take Sustainability criteria into account. SICT-specific KPIs include:

S I C T

Example

Ø % of PPP board approvals that include sustainability criteria Ø % of portfolio planning discussions that include IT BU and organisation-wide sustainability objectives

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•  Define the scope and goal of SICT •  Agree on the business posture

Scope & Goal

•  Assess current maturity •  Online assessments •  Individual interviews

•  Data collection to validate

Understand Capability

•  Develop SICT Capability Building Blocks

Develop Capability

•  Assess and manage progress over time •  Develop a roadmap and action plan

•  Yearly follow-up assessments Manage

IVI SICT Assessment Process

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Design solution model for next phase

Implement strategy and transition to next capability level

Operate under new SICT capability level using metrics

Assess status and update baseline

2 Design

3 Transition

4 Operation

5 Improvement

1 Assessment

Define improvement paths based on operational experience and metrics results

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2

3

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The IVI Approach to SICT

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Sustainable ICT: Categories and building blocks Category Capability

Building Block Description

Strategy & Planning

Alignment Definition and execution of ICT sustainability strategy to influence and align to business sustainability objectives

Objectives Definition and agreement of sustainability objectives for ICT

Process Management

Operations & Life Cycle Sourcing, operation and disposal of ICT systems to deliver sustainability objectives

ICT-Enabled Business Processes

Provision of ICT systems that enable improved sustainability outcomes across the extended enterprise.

Performance & Reporting

Reporting and demonstration of progress against ICT specific and ICT enabled sustainability objectives, within the ICT business and across the extended enterprise.

People & Culture

Language Definition, communication and use of common sustainability language and vocabulary across ICT and other business units including the extended enterprise, to leverage a common understanding

Adoption Embedding of sustainability principles across ICT and the extended enterprise. Evangelising of sustainability successes and contributing to industry best practice

Governance External Compliance

Enablement and demonstration of compliance with both ICT and Business sustainability legislation and regulation . Clear accountability for sustainability roles and decision making across ICT and the enterprise

Corporate Policies Establishment of common and consistent policies to support an ICT sustainability strategy to meet current and future sustainability objectives, as part of periodic review.

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Increasing maturity involves systematically improving capability in nine key ‘Capability Building Blocks’

Ad hoc

Basic

Intermediate

Advanced

Optimised

No SICT roles & Responsibilities,

Ad hoc, project-based

Formal technology roles within projects,

Key stakeholders identified and informed

Regular consultation with business,

Formalised roles and responsibilities

Pro-active communication and feedback with business;

Clear professional career track

Collaboration with extended enterprise;

Pro-active development with external input

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SICT Assessment Results

Benchmark Range

Benchmark Median

Initial Basic Intermediate Advanced Optimising Maturity of capability building blocks

Strategy and Planning (A)

Alignment (A1)

Objectives (A2)

Process Management

(B)

Operations and Life Cycle (B1)

ICT Enabled Sustainable Business Process (B2)

Performance Measurement and Reporting (B3)

People and Culture (C)

Adoption (C1)

Language (C2)

Governance (D)

Regulatory Compliance (D1)

Corporate Policies (D2)

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SICT Assessment Results

Strategy and Planning (A)

Alignment (A1)

Objectives (A2)

Process Management

(B)

Operations and Life Cycle (B1)

ICT Enabled Sustainable Business Process (B2)

Performance Measurement and Reporting (B3)

People and Culture (C)

Adoption (C1)

Language (C2)

Governance (D)

Regulatory Compliance (D1)

Corporate Policies (D2)

"“We have the right technologies and platform. We just have to ensure organization wide awareness and mindset shift” Company A

“Implementation - We seem to have the most

problem with follow through, taking the idea all the way to whichever edge would have us realize the visualized returns“ Company B

“We need to be active in practicing what we

preach” Company C “Environment has to be part of everyone’s job

not just the environment team but will take longer for different functions to take on… need to change mindset” Company D

“SICT will only become a reality when Business

Units decide they are behind it and change demands and behaviour”. Company E

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IVI SICT Assessment outputs

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Insight from Assessments •  Obtain Senior Management’s Vision

•  Clear business vision for sustainability with goals and milestones •  Senior-level drive, visibility, and communication

•  Engage IT and Business Operations •  Assessment can be a wake-up call for both parties •  Broad actions needed across both IT & the business—not just in IT

•  Accept Cultural Change •  Embed SICT into the everyday work routine •  Success requires SICT to be viewed as “business as usual” •  Incentives can drive cultural change

•  Understand the Potential and Expand Expertise •  Misconception remains that sustainability typically represents a cost •  SICT skills and experience are still in short supply •  Education is critical to changing this skills shortage

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Further Information

B. Donnellan, C. Sheridan, and E. Curry, “A Capability Maturity Framework for Sustainable Information and Communication Technology,” IT Professional, vol. 13, no. 1, pp. 33-40, Jan. 2011. E. Curry and B. Donnellan, “Understanding the Maturity of Sustainable ICT,” in Beyond Efficiency: Business Process Management for the Sustainable Enterprise, S. S. Jan vom Brocke, Ed. Springer, 2011. Innovation Value Institute – www.ivi.ie Contact [email protected] [email protected] [email protected]

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Credits:

Sheila Upton Paul Lidbetter

Andrew Stewart Maurice O’Connor

John Shaw Theodora Ngosi Louise Ogden

Emanuelle Saussier Benoit Hudzia

Stephen Dawson