Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 1 / 82

DEMO

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 2 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 3 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 4 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 5 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 6 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 7 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 8 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 9 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 10 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 11 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 12 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 13 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 14 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 15 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 16 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 17 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 18 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 19 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 20 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 21 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 22 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 23 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 24 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 25 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 26 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 27 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 28 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 29 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Page 30 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity Page 31 / 82

Confidentiality and Intellectual PropertyThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatThese materials have been prepared by Gartner Inc. and/or its affiliates (“Gartner”) for the exclusive and individual use of our clients. These materials contain valuable confidential andproprietary information belonging to Gartner, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of Gartner.Gartner retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

DisclaimerUnless otherwise set forth in your Service Description or marked expressly for external use, these items may be downloaded and customized for internal noncommercial use by the Client.The items contained in this report may not be repackaged or resold. Gartner makes no representations or warranties as to the suitability of this report for any particular purpose, anddisclaims all liability for any damage or loss, whether direct, consequential, incidental or special, arising out of the use of or inability to use this material or the information provided herein.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Gartner Score Overview

Introduction to Gartner ScoreGartner Score enables organizations to improve functional performance by assessing their performance across a broad set of functional activities. The diagnosticmeasures two primary dimensions: maturity and importance.IT Score for Infrastructure & Operations covers 25 functional activities across 5 functional objectives.

Explanation of ScalesMaturity Importance

Measured on a scale ranging from 1 (low) to 5 (high), maturity measures howadvanced an organization’s development is in a functional activity relative toGartner’s best practice research. Maturity scores are refined with a (+) or (–) toindicate intermediate levels of maturity.

Maturity level descriptions are dependent on the specific activity being assessed.

As measured by survey participants on a scale ranging from 1 (not important) to 5(most important), importance measures how important each function activity is tothe overall effectiveness of your function in meeting its business objectives.

Value Description

12345

Not ImportantSomewhat ImportantImportantVery Important Most Important

Research Methodology

Activity Priority Index (API) is used to identify the activities that should be prioritized for improving maturity. It is defined as the average gap betweenimportance and maturity and is computed for each activity and then weighted by its average importance.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Participants

Responded as Leader

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

What is Your Overall Maturity?

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Mature Are Your Functional Activities?

Legend High Maturity Medium Maturity Low Maturity Not Assessed n = 2Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relativeto Gartner’s best practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Do Maturity and Importance Compare?

n = 2

Lowest Maturity Highest Importance• Articulate Customer Needs• Design and Evolve Organizational Models

• Manage Employee Performance• Provide Service Governance

• Provide Service Governance• Embed Security Into Solution Delivery

• Monitor Infrastructure and OperationsPerformance• Develop Employee Skills and Competencies

Importance: Measured on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overalleffectiveness of your function in meeting its business objectives. Please refer to appendix section for scores.

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function?The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 2

Highest Priority Lowest Priority• Provide Service Governance• Monitor Infrastructure and Operations Performance• Design Solution Specifications and more activities

• Manage I&O Finance and Budgeting• Develop I&O Strategy• Design Strategic Sourcing Approach

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higherActivity Priority Index score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Do We Have Team Consensus on Maturity and Importance?Presented below are the differences between the leader’s and staff’s maturity and importance scores for the activities with the highest score gaps.

* Importance & Maturity Gap: An activity’s importance and maturity gaps are the functional head’s importance/maturity score minus the staff’s average importance/maturityscore.

Note: Additional activities not shown here may have equally high importance/maturity score gaps. The importance and maturity score gaps for all activities are provided in theappendix.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Provide Service GovernanceHow I&O governs IT services to ensure they can continue to meet existing service expectations and evolving needs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Provide Service Governance – Recommended ResourcesFeatured Resources• Design and Deploy ITSM Key Performance Indicators and Metrics That Support Business ServicesThis research help I&O leaders design and deploy high­quality ITSM KPIs that communicate the value they provide in supporting business services• How to Establish I&O Metrics That Matter to Business LeadersI&O leaders who want to demonstrate how I&O contributes to business value must create metrics that map to business leaders' priorities.• Toolkit: How to Build Your I&O Business Value MapI&O leaders who need to communicate the business value provided by their organizations should build an I&O Business Value Map.

Foundational Practices Progressive Practices• Get the Investment I&O Needs and Projects FundedInfrastructure and operations leaders must take a more strategic approach toproposing and justifying I&O spending to gain support for new projects.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomes Structure OLAs to ensure handoffs work well and service providers collaborate onthe dynamic delivery of end­to­end outcomes using the MSI/SIAM role

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Monitor Infrastructure and OperationsPerformanceHow I&O defines, monitors and reports metrics and KPIs.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Monitor Infrastructure and Operations Performance – RecommendedResourcesFeatured Resources• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service and application environments.• Use AIOps for a Data­Driven Approach to Improve Insights From IT Operations Monitoring ToolsUse AIOps tools to provide a consistent view of monitoring data to improve collaboration and resolution times.

Foundational Practices Progressive Practices• Market Guide for IT Infrastructure Monitoring ToolsAdopt more holistic IT infrastructure monitoring tools to gain visibility into your ITlandscape.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance to deliverhigher levels of user satisfaction and lower costs.

• Generic Benchmarking of Monitoring Metrics and KPIs Will Lead to FailureAlign internal metrics to the criticality of the business service.• Data­Driven DevOps: Use Metrics to Guide Your JourneyUse a metrics­oriented mindset to track DevOps teams' progress towardbusiness goals and identify areas for improvement.

Introduction Executive Summary Path to Maturity Next Steps Appendix

High Priority Area: Design Solution SpecificationsHow I&O understands, designs, architects and communicates the solution’s capabilities and requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Solution Specifications – Recommended ResourcesFeatured Resources• Use Quality Attributes to Align Business Requirements and Guide Solution ArchitectureQuality assurance practices help ensure a consistent approach to solution architecture; use quality attributes to improve business outcomes.

Foundational Practices Progressive Practices• Organize I&O for Cloud Infrastructure as a ServiceLegacy I&O organizational structures are often insufficient for digital businesess;reorganize I&O for cloud, starting with a virtual team approach. • The Road to Intelligent Infrastructure and BeyondInfrastructure modernization leveraging integrated systems has been a series ofhardware and software­based innovations; optimize these investments

• To Automate Your Automation, Apply Agile Practices and DevOps Tools toInfrastructure and OperationsAutomation is essential, but can be ad hoc. Add structure and agility withcontinuous integration/continuous delivery practices to achieve outcomes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

How Can Gartner Help Us?Gartner Resources and Membership Support Key Takeaways to review with Gartner

Introduction Executive Summary Path to Maturity Next Steps Appendix

Report Roadmap

Introduction Gartner Score Overview and Model

Executive Summary Key Findings

Path to Maturity Next Steps on the Path to Increased Maturity

Next Steps How Can Gartner Help

Appendix Additional Pathways, Detailed Data, and Methodology

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and RequirementsHow I&O measures and reports staff requirements, assignments, performance and utilization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Measure Staff Performance and Requirements – RecommendedResourcesFeatured Resources• Adopt a New I&O Operating Model and Organization Design for Digital Business 352691Adopt a model and design for digital business that optimizes delivery of I&O products over projects.• 5 More Steps to Deliver an Agile I&O Culture 343458Create an agile I&O culture with these five steps to help I&O teams demonstrate agile values and behaviors.

Foundational Practices Progressive Practices• Justify I&O Staffing RequirementsDetermine and justify I&O staffing requirements for optimal businessperformance.• Plan the Next Generation of IT Infrastructure and Operations OrganizationStructureReorganize I&O for cloud, hyperconverged platforms, bimodal IT, DevOps anddigital business success.

• Use Work Metrics to Identify Improvement Opportunities With DevOps Teams342386Measure the value of internal and outsourced DevOps team activities, and identifypotential improvement opportunities.• Focus on Your People and Culture to Achieve Resilient Digital InfrastructureDelivery 342141Ccreate an I&O culture that prioritizes resilience over remediation by emphasizingcontinuous process improvements.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee PerformanceHow I&O runs and supports all aspects of maximizing I&O employee performance, including onboarding, goalsetting and performance review delivery and messaging.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Employee Performance – Recommended ResourcesFeatured Resources• How CIOs Can Raise Employee Performance by Embracing a Coaching Leadership StyleUsing coaching techniques, CIOs can enhance their leadership impact, help their digital team members overcome obstacles and support team success.

Foundational Practices Progressive Practices• Get, Give, Grow: A Conversational Model for Improving Employee EngagementLow employee engagement can be a barrier to success. 3 simple questions canshape conversations with employees to improve engagement and motivation• New Digital Age Leadership: Guiding People to Engage, Collaborate — and DoTheir BestCIOs must adopt a new kind of leadership and guide their teams to leverage agileand flexible relationships and collaborative work patterns.

• Revamping Employee Performance Management for Bimodal ITCIOs, IT leaders and HR leaders must partner to design an employeeperformance management approach to address the unique nature of bimodal IT

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution DeliveryHow I&O engages with the security team to enact security policy, adjust controls, ensure compliance and protectbusiness outcomes and interests.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Embed Security Into Solution Delivery – Recommended ResourcesFeatured Resources• Ignition Guide to Managing a DevOps ToolchainThis research explains the process for updating the DevOps toolchain to automate governance and controls and adapt to changing priorities.• Top DevOps Questions AnsweredIT leaders will find here key lessons to overcome DevOps challenges by proactively integrating Apps, Operations and Security into solution delivery.

Foundational Practices Progressive Practices• Performing Effective Security Risk Assessments of Public Cloud DeploymentsRisk assessments are necessary for service adoption, including public cloudmigration, which brings its own challenges.• Security Governance, Management and Operations Are Not the SameThis research clarifies distinctions between IT security governance, securitymanagement & security operations to help clients align these functions

• 10 Things to Get Right for Successful DevSecOpsIntegrating security into DevOps to deliver "DevSecOps" requires changingmindsets, processes and technology• Integrating Security Into the DevSecOps ToolchainSecurity and risk management leaders must adapt security tools, processes andpolicies to the DevOps toolchain without slowing development processes

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service AvailabilityHow I&O ensures services can remain optimized by planning for growth and coordinating underpinning activitiesthat support ongoing service availability.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Ensure Future Service Availability – Recommended ResourcesFeatured Resources• Toolkit: RFP Template and Evaluation Model for Software Asset Management Managed ServicesAn effectual RFP for SAM helps sourcing & vendor management select the most suitable service for their software portfolio & service requirements• 4 Steps to Improve IT Service View CMDB Data QualityInaccurate configuration item data in an IT service view CMDB can delay incident resolution and degrade change quality• Monitoring Beyond 2020: Focus on PerformanceI&O leaders entrusted with digital transformation must deliver performance improvements beyond high availability to meet evolving business needs

Foundational Practices Progressive Practices• 7 Ways to Optimize IT Operations Without Cutting Costs Optimizing infrastructure and operations should start with doing more withexisting resources, not with cutting costs

• Market Guide for IT Resilience Orchestration The orchestration of IT DR processes is integral to improving DR operations and canimprove recovery outcomes while lowering costs for testing

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer NeedsHow I&O captures and documents the voice of the customer, and works with stakeholders to define desiredoutcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Articulate Customer Needs – Recommended ResourcesFeatured Resources• A Program Office Is Crucial for Digital Transformation Program SuccessDigital transformation programs benefit from a separate program office, freeing program leaders from overhead administration of large initiatives.

Foundational Practices Progressive Practices• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be active contributors to their organizations digital success indelivering digital initiatives; use this commuications template. • 2019 Planning Guide for Infrastructure and OperationsI&O must automate across hybrid environments to prepare for data­drivenoperations. This Guide highlights the trends to help drive I&O agility.

• The Business Impact Analysis: A Digital Business EssentialDigital business initiatives present more risks than enterprises experience today.Use this BIA to mitigate risks of major business disruption.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and CultureHow I&O creates and encourages the behaviors and mindsets that motivate team members and foster a culture ofopenness and collaboration.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 33 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 34 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 35 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 36 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 37 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 38 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 39 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 40 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 41 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 42 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 43 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 44 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 45 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 46 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 47 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 48 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 49 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 50 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 51 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 52 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 53 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 54 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 55 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 56 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 57 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 58 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 59 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 60 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

Page 61 / 82

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build Effective Teams and Culture – Recommended ResourcesFeatured Resources• The Art of Culture HackingCulture is big, unwieldy and hard to change. Most CIOs approach big change with big transformation efforts. We suggest you hack your culture instead• Define a Roadmap for Your Culture Change JourneyCulture is both a barrier and an enabler of strategic change. Leaders fail to address the problem directly by not creating a roadmap for change

Foundational Practices Progressive Practices• The Art of Building High­Performing TeamsBuilding high­performing teams can feel more like art than science, there arepractical steps that CIOs can leverage to build abilities in their teams

• Five Steps for CIOs to Cultivate Digital Leadership Mindsets and BehaviorsCIOs must continuously advance the thinking and actions of themselves andtheir teams to stay relevant and keep pace with digital­era demands

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and CompetenciesHow I&O identifies and develops critical employee skills and competencies through training offerings, certificationprograms, mentoring and experience­based learning.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Employee Skills and Competencies – RecommendedResourcesFeatured Resources• Transform I&O Skills to Remain ViableOptimize IT operations by learning how to transform leadership and operational skills to thrive in a world of digital business expectations.• Enrich Professional Development Through a Continuous­Learning CultureBuilding a digital­ready IT workforce will require CIOs to revamp their professional development programs and to groom managers to be coaches

Foundational Practices Progressive Practices• New Skills for the New ITCIOs have an opportunity to re­imagine IT and build the hybrid business andIT skills their new environment demands.

• Build I&O Staff Talent to Support Bimodal, DevOps and CloudDigital business initiatives require new staff capabilities that few possess. I&Oleaders must use targeted professional development opportunities

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New RequestsHow I&O prioritizes new requests against current offerings to validate need, reduce redundancy and ensurealignment with existing business priorities and strategy.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Rationalize New Requests – Recommended ResourcesFeatured Resources• Emerging Practices in Organizational Design for Digital Product Delivery OrganizationsProduct­centric delivery is new, yet, pioneers show emerging patterns, each with a set of positives and negatives, that others can use for guidance.

Foundational Practices Progressive Practices• Master the Three Cs of Integration to Contain the Explosion in IntegrationDemandIntegration is a fundamental enabler of digital business. Leaders must masterthe three constituent parts to meet stakeholder demands.• Magic Quadrant for Project Portfolio Management, WorldwidePPM leaders focus on two main goals: aligning investments with strategic valueand diversifying execution approaches to reduce time to value.

• The Road to Intelligent Infrastructure and BeyondI&O leaders must look beyond tactical implementation and plan for futuredisruption of intelligent infrastructure if they are to optimize investment.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational ModelsHow I&O adapts its roles, relationships and processes to create an effective operating model that delivers onbusiness outcomes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design and Evolve Organizational Models – RecommendedResourcesFeatured Resources• Organize I&O for Cloud Infrastructure as a ServiceI&O leaders with technology­centric structures should reorganize I&O for the cloud, starting with a virtual team approach.

Foundational Practices Progressive Practices• Shifting to Service­Oriented IT (Draegerwerk)See how Draegerwerk consolidated I&O towers into one Service Operationsgroup to deliver technologies in a new service management approach.

• Adopt a New I&O Operating Model and Organization Design for DigitalBusinessI&O leaders must adopt the new I&O model and design for digital business thatoptimizes delivery of I&O products over projects• Building a Digital Business Technology PlatformThis report details how IT leaders can use the five major platforms required toenable the new capabilities and business models of digital business.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce StrategyHow I&O leaders establish a strategic workforce plan encompassing skills forecasting, recruitment, sourcing andlocation­based strategies.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop Workforce Strategy – Recommended ResourcesFeatured Resources• Leading the Next­Generation Workforce: An IT PerspectiveIT leaders must evolve the composition and capabilities of teams to maximize outcomes. To lead next­generation workforces within IT, you must innovate

Foundational Practices Progressive Practices• Build Resilience in Your Workforce Through Succession Planning andManagementCIOs must respond to disruptions and manage workforce­related risk. Thisresearch guides CIOs to build workforce resilience for digital business• Bold Steps CIOs Can Take to Extend Expertise, Skills and PerformanceWithout HiringTraditional staffing models do not scale. This research helps CIOs fortifyexpertise, skills & performance without necessarily hiring.

• CIOs Must Invest in Reskilling and Transforming the IT Workforce to PropelDigital BusinessCIOs must rethink how they plan and source new digital skills and competencies,focusing more on reskilling and development of the existing workforce

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business CaseHow I&O partners work with stakeholders to quantify business benefits such as return on investment or price forperformance.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Build a Business Case – Recommended ResourcesFeatured Resources• Toolkit: A Model for Justifying Business Case Value and ReturnsTypical business cases can overpromise and underdeliver; this kit justifies your business case with both financial and indirect value perspectives.

Foundational Practices Progressive Practices• Digital Business Needs Advanced Business Case PracticesTo make continual digital business a reality, CIOs and their peers must alsoadapt aspects of how they run and evolve their businesses. • How to Develop a Business Case for the Adoption of Public Cloud IaaSBuild internal consensus ublic cloud adoption by removing uncertainty ofbenefits and costs; support your business case when migrating workloads.

• Customer Experience 2018 Benchmarks: Turning Return on Investment IntoRealityOrganizations are focused on realizing ROI in their customer experienceimprovement projects and drive increased investments in customer analytics.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) ProcessesHow I&O defines, manages and improves ITSM processes.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Optimize IT Service Management (ITSM) Processes – RecommendedResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service ManagementShift from a technical project mindset to a consumable product mindset by improving sevent top areas of ITSM.

Foundational Practices Progressive Practices• Magic Quadrant for IT Service Management ToolsEvaluate the market for enterprise ITSM tools to help select tools that meet yourspecific needs.• Toolkit: Categorize IT Service Desk Interactions to Eliminate, Automate or LeverageShift left simple and repeatable IT service desk incidents and requests by decidingwhether to eliminate, automate or leverage them.

• Avoid These 10 Common Failings for Successful ITSM ProjectsAvoid failing that often damage service improvement initiatives.• Design and Deploy ITSM Key Performance Indicators and Metrics ThatSupport Business ServicesDesign and deploy high­quality KPIs that communicate the business valuevalue of ITSM.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level ExpectationsHow I&O defines success metrics and communicates service­level requirements.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Establish Service­Level Expectations – Recommended ResourcesFeatured Resources• Toolkit: Negotiate Essential SLAs for IT Infrastructure, IaaS and Industry SegmentsThis in­depth analysis of service levels allows sourcing and vendor management leaders to strategically plan and negotiate fair market deals.

Foundational Practices Progressive Practices• How to Structure IT Like a Service ProviderDigital CIOs must run IT like a service provider business to deliver differentiatingtechnology capabilities to the enterprise. • Run IT Like a Business by Applying the Service­Optimizing I&T OperatingModel PatternDigital demands have left IT departments run as a cost center disconnected fromthe business. Use this operating model to run IT like a business.

• Use Effective Multisourcing OLAs to Deliver Integrated Services and BusinessOutcomesOperating­level agreements set rules of engagement for providers in your"private outsourcing club." Our template helps leaders structure OLAs.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career GrowthHow I&O actively incentivizes talent to remain with the organization and manages employees' continuous learningand advancement.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage Talent Retention and Career Growth – RecommendedResourcesFeatured Resources• Build Resilience in Your Workforce Through Succession Planning and ManagementCIOs must respond to disruptions and manage workforce­related risks to sustain performance. • Measuring Employee Engagement: Past, Present, FutureLeaders transforming talent must understand what engagement is, how its measured, and what place it occupies in voice of employee initiatives

Foundational Practices Progressive Practices• Motivating the UnmotivatedCIOs are often challenged to motivate the current workforce to adapt to newroles and acquire new skills and competencies.

• Using a Digital Talent Management Framework to Build a Digital­ReadyWorkforceTo drive growth and market share you must have digital workforce capabilities thatwill allow business to scale to maximum potential.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business GoalsHow I&O aligns infrastructure, operations and processes to business needs and measures results against businesstargets.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Align I&O Metrics With Business Goals – Recommended ResourcesFeatured Resources• How to Establish I&O Metrics That Matter to Business LeadersCreate metrics that map to business leaders' priorities.• Map Your I&O Business Value Story to Priorities That MatterCreate messaging that communicates the business value of I&O.

Foundational Practices Progressive Practices• The Monitoring Metrics IT Operations Should Report OnIdentify a manageable selection of I&O metrics for a holistic view of service andapplication environments.• Measure Availability the Same Way Your Customers DoChoose the appropriate metrics to measure availability and performance todeliver higher levels of user satisfaction and lower costs.

• How to Define Business­Relevant and Balanced Change Management MetricsBalance four categories of metrics that take into account management objectives,speed, risk and customer satisfaction.• Use Chargeback and Chargeforward to Transform Business StakeholderRelationshipsUse chargeback to transform your team's relationships with businessstakeholders, improve financial transparency, and gain additional funding.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition ServicesHow I&O receives products and services into production by adherence to agreed deployment, transition and riskassessment activities.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Transition Services – Recommended ResourcesFeatured Resources• Toolkit: IT Change Management Policy Documentation Guidelines Effective IT change management processes balance change with the need to mitigate the risks resulting from releasing changes to the IT environment.• Transform Application Software Incident Management Practices to Support Product TeamsIncident management supporting DevOps practices differs from traditional ITIL­based approaches in both form and function• How to Establish an I&O Change Management Process That supports Agile Development and DevOpsAn agile approach to IT change management with DevOps needs to develop an ITCM process that balances speed and risk with the needs of customers

Foundational Practices Progressive Practices• How to Define Business­Relevant and Balanced Change Management MetricsEffective and efficient change management requires a balanced set of 4 categories ofmetrics for account mgmt, speed, risk & customer satisfaction

• Knowledge Management Is Key to Your Customer Self­Service Strategy Integrating knowledge management into customer self­service yieldstangible and intangible benefits

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire TalentHow I&O identifies, recruits and hires new talent from outside the organization.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Attract and Hire Talent – Recommended ResourcesFeatured Resources• Building Momentum for Diversity and Inclusion Programs in ITThis research describes what CIOs can do to develop a compelling business case and gain necessary support for diversity and inclusion programs.• Tackle the Talent Problem: Invest in Growing Your Own EmployeesDigital business is exploding the demand for I&T skills and competencies. CIOs can tackle the talent problem by engaging current employees

Foundational Practices Progressive Practices• How CIOs Use Personal Branding to Enhance Their Internal CareerOpportunities and Attract Top TalentThis research helps CIOs leverage current marketing tactics to developcompelling brands that markets their IT organization as an employer of choice

• Ten Absolute Truths About Talent Management in Digital BusinessThis research explores apply 10 foundational principles for the design andimplementation of effective talent management programs for digitalization

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate OperationsHow I&O automates service delivery.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Automate Operations – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for I&O AutomationBuild a roadmap to take I&O automation capabilities to the next level.• Map I&O Automation Functions and Requirements to Develop a Successful Tool StrategyBuild a capabilities map of current automation functionalities, and identify requirements to make appropriate tool purchases.

Foundational Practices Progressive Practices• Choose the Right I&O Automation Tool Categories to Maximize SuccessFocus on automating IT operations management functions with high levels ofrepetitive, low­value­add work.• Five Best Practices to Accelerate I&O Automation Initiative SuccessOvercome cmmon obstacles to I&O automation initiatives.

• Leverage an Automation Architect Role to Accelerate I&O AutomationIdentifying the right environment and skill set for the automation architectrole.• Top SRE Practices Needed by Teams Scaling DevOpsAdopt top SRE practices to enable DevOps teams to scale their services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT ServicesHow I&O organizes and manages its resources, processes and tools to ensure users remain productive and ITservices are delivered in line with agreed service levels.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Support IT Services – Recommended ResourcesFeatured Resources• 2018 Strategic Roadmap for IT Service Management Best­in­class ITSM is shifting from a technical project mindset to a consumable product mindset• IT Key Metrics Data 2019: Key Infrastructure Measures: IT Service Desk: Current YearThis contains high­level IT Service Desk cost efficiency and support staff productivity ratios, collected throughout 2018 from a global audience.• Best Practices for Designing an ITSM Service Portfolio and Service CatalogA service portfolio and service catalog are the cornerstones for any successful ITSM transformation

Foundational Practices Progressive Practices• Critical Capabilities for IT Service Management ToolsTo select the appropriate tool, I&O leaders must identify their I&O maturity anddetermine which of the ITSM products are best­suited for that level

• Follow Three Rules to Ensure Your CMDB Delivers Business ValueCMDBs promise sizable business benefits, but most fail to meet thoseexpectations due to alignment and sustainability gaps

Introduction Executive Summary Path to Maturity Next Steps Appendix

Design Strategic Sourcing ApproachHow I&O identifies sourcing standards and creates guidelines to develop external partnerships and supportchanging business requirements.

Path to Maturity

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Design Strategic Sourcing Approach – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Sourcing, Procurement and Vendor Management LeaderSourcing, procurement and vendor management leaders must reinvent their roles. This research will help in devloping a straregic sourcing approach• Transform IT Sourcing to Accelerate Agility, Innovation and PerformanceTo become a strategic partner to the business , IT sourcing and vendor management leaders must transform the service sourcing organization • Formalize Technology Sourcing, Procurement and Vendor Management Disciplines to drive Business ValueSourcing and vendor management leaders can use this framework to ensure comprehensive coverage and maximize the contribution of technology vendors.• Use the S­M­A­R­T Methodology to Create a Technology Sourcing and Procurement Transformation RoadmapThis Toolkit illustrates a 5 step methodology to enable sourcing, procurement & vendor management leaders to exploit cross­team collaboration

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Develop I&O StrategyHow I&O makes and communicates decisions about its strategic direction, priorities and resource allocation.

Path to Maturity

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Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

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Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

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Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

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Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

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Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

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Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

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Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

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Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

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Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

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Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

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Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

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Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

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Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

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Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

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Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

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Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

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Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

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Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

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Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

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Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

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What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

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Calculation of Maturity Scores

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Introduction Executive Summary Path to Maturity Next Steps Appendix

Develop I&O Strategy – Recommended ResourcesFeatured Resources• Leadership Vision for 2019: Infrastructure and Operations LeaderI&O leaders must be partners towards digital success by helping scale organizational digital initiatives. Use this research for strategic planning

Foundational Practices Progressive Practices• 2018 Strategic Roadmap for IT Service ManagementThis roadmap describes seven top areas of ITSM that must be improved tosupport digital business strategy moving into 2022

• Ignition Guide to Creating a DevOps StrategyToolkits and workbooks to accelerate your efforts to create and communicate aDevOps strategy to meet your business and IT priorities.• 15 Infrastructure KPIs for Digital Business TransformationMeasure success with new KPIs that demonstrate contributions to IT's overallmission of enabling enterprise agility and customer centricity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and BudgetingHow I&O manages, accounts for and communicates the budgeting, consumption of and investment of IT resources.

Path to Maturity

Introduction Executive Summary Path to Maturity Next Steps Appendix

Manage I&O Finance and Budgeting – Recommended ResourcesFeatured Resources• How to Use Eight Data Points to Estimate On­Premises I&O CostsGartner's total cost of I&O model provides a useful method for optimizing costs, developing business cases and making key budgetary decisions• Gartner's Decision Framework for Prioritizing Cost Optimization InitiativesUse this decision framework to evaluate cost optimization initiatives on elements such as impact on business, risk and level of investment required.

Foundational Practices Progressive Practices• Run IT as a Business Using Six Pillars of IT Financial Transparency to DriveValueGartner's Six Pillars of IT Financial Transparency extend beyond the traditionalfocus of IT budgeting, thus enabling CIOs to run IT as a business

• How to tell the financial story of digital businessSuccessful digital business transformation requires financial and economicnarratives to capture the imagination of strategic stakeholders.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignArticulate Customer Needs

Level 1 Level 2 Level 3 Level 4 Level 5Project requirements are informallydefined and generally a function oftechnology stacks.

Technology and architecture arepredominant design drivers. Value is afunction of technology indicators andmeasures.

Design discussions include someconcept of customer need and value.Desired outcomes remain technicallyfocused. Involvement and feedbackloops are informal/as needed.

Customers are identified for mostprojects. Business stakeholder and/orproduct owners’ participation is requiredfor major projects.

The customer and target need is clearlyidentified and addressed for eachproject/initiative. Collaboration withstakeholders is ongoing and dynamic.

Rationalize New Requests

Level 1 Level 2 Level 3 Level 4 Level 5I&O projects are unique efforts andgenerally do not require rationalization.There is no formal portfolio or catalog toreference as a point of comparison.

Internal IT discussions and review occurwhen evaluating technical investments.Only key/major projects are rationalizedagainst current offerings.

The process of rationalizing requestsagainst current offerings has some formalstructure, but approvals are determinedby individual managers.

The concept of a service portfolio isemerging, and all major projects arerationalized for overlaps and duplicationsin the existing service structure or serviceportfolio.

New proposals are rationalized against theentire services portfolio. Projects areapproved based on how they augment orimprove current offerings. Success metricsare defined and publicly articulated.

Establish Service­Level Expectations

Level 1 Level 2 Level 3 Level 4 Level 5Service levels are defined and monitoredinformally, if at all.

Service levels are defined andmonitored in terms of technologyperformance parameters (e.g.,availability).

Service levels for primary systems andapplications are defined. Stakeholdershelp set performance levels for keyprojects.

Service levels that support criticalbusiness processes are defined andmonitored in terms of their impact on userexperience and critical workflows.

Service levels are defined collaborativelywith business stakeholders, based onbusiness outcomes. Metrics are tied tofinancial impact and business outcomes(speed and agility).

Build a Business Case

Level 1 Level 2 Level 3 Level 4 Level 5I&O project spend is justified as part of abudgeting or planning process, often withno business case required.

IT builds business cases for largerprojects. For most I&O projects,technology expenses are the primarypoint of justification.

A business case is developed forbusiness­impacting projects with adefined resource plan. Determiningbusiness value and ROI are difficult.

Business stakeholders are activelyinvolved in using feedback loops to createeach business case. Project value isexpressed in terms of ROI or price forperformance.

Business cases are fully collaborative effortsbetween IT and business stakeholders. ROIor price for performance is calculated for allprojects/investment. Intrinsic value canoffset financial return.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsEvaluate, Plan and DesignDesign Solution Specifications

Level 1 Level 2 Level 3 Level 4 Level 5Specifications are defined at thepoint­solution level.

Solution specifications are done solely forlarge projects by technical domain expertswith a focus on technical requirements.

Solution specifications are done for allprojects and coordinated at an enterprise­IT level based on business requirements.

Solution specifications are done at anenterprise IT level in collaboration withbusiness partners.

Solution specifications are created basedon business outcomes in an agile, iterativemanner.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeMeasure Staff Performance and Requirements

Level 1 Level 2 Level 3 Level 4 Level 5Staff are assigned to tasks in a reactivemanner and evaluated based onsuccesses or failures at high­visibilityactivities.

Staff is assigned to specific technologiesor I&O processes, and individuals aremeasured on criteria specific to thosecategories.

Staff or staff hours are associated withapplications or projects, and individualsare evaluated according to objective I&Ometrics for which they have someresponsibility.

Staff is associated with specific IT servicesbased on matching skill sets withdocumented responsibilities and authority.

Staff is proactively shifted between ITservices based on demand, with trainingand future staffing levels adjusted based onbusiness outcomes.

Monitor Infrastructure and Operations Performance

Level 1 Level 2 Level 3 Level 4 Level 5Metrics are collected within technologyfunctions on an ad hoc basis fortroubleshooting.

Metrics are defined and monitored withinIT technology functions and usedprimarily for outage detection andtroubleshooting, with occasionalreporting.

Metrics and KPIs are defined accordingto I&O needs, benchmarked againstindustry averages and used for resourcejustification, with automated datacollection and reporting.

Operational KPIs are cross­silo and linkedto service levels associated withapplications and projects, with automatedreports for external users and trendingused for resource planning.

KPIs are linked to business outcomes withpredictive analytics and visualization usedfor automated, real­time internal andexternal reporting.

Align I&O Metrics With Business Goals

Level 1 Level 2 Level 3 Level 4 Level 5I&O metrics are used strictly internallyby the I&O organization.

I&O performance goals are linkedindirectly to business goals, and I&Oreports performance to business units ina reactive manner.

I&O is informed of business goalsassociated with applications and projects,and generates periodic status andperformance reports to the business instandard formats.

SLAs are selected by the business on anapplication or service level, and I&Oprovides regular performance reports tothe business including showback of I&Ocosts.

I&O service levels are incorporated intobusiness decision processes, withcontinuous measurements of end­usersatisfaction and automated real­timereporting to business stakeholders.

Optimize IT Service Management (ITSM) Processes

Level 1 Level 2 Level 3 Level 4 Level 5Processes are tribal and notdocumented.

Some basic processes focused onactivities are defined within technologysilos.

IT service management is formalizedacross the organization with documentedresponsibilities.

Core service management processes aredefined, with process roles assigned andmetrics to monitor process success.

Service management processes are part ofa larger process orientation focused on thedelivery of business­valued services.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsMeasure and OptimizeAutomate Operations

Level 1 Level 2 Level 3 Level 4 Level 5Scripting is used tactically byindividuals to automate repetitive tasks.

Some recurring tasks with predefinedworkflows are automated withininfrastructure silos.

Automation is used to perform frequentlyrepeated tasks, and staff has access totraining on automation tools.

Automation is a distinct discipline withinI&O, with close collaboration withapplications teams for continuous deliveryprocesses.

Agile or DevOps toolsets are in place torespond to business demands, andautomation driven by artificial intelligence isbeing explored.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsTransition and Operate IT ServicesTransition Services

Level 1 Level 2 Level 3 Level 4 Level 5Projects are handed over to I&O withlimited supporting documentation orunderstanding of what needs to bemanaged or supported.

Technical functionality is delivered, butmany service and nonfunctionalrequirements are not delivered.

A service­based approach is adopted,but key service­based requirements maynot be included due to time, quality orcost constraints.

A clear and robust service design processis in place, incorporating completerequirements. DevOps automation deliversbusiness value quickly and effectively.

Service design and transition processes arecontinually optimized. DevOps and agilemethods are predominant, and businessvalue is continually delivered.

Support IT Services

Level 1 Level 2 Level 3 Level 4 Level 5I&O is primarily technology centric andreactive to incidents and outages, withno formal processes or procedures inplace.

Core ITSM processes (incident andchange) and a help desk function are inplace, but few metrics are captured andthe level of support remains variable, witha reliance on a hero­oriented culture.

I&O uses a process­based approach,with cross­functional processes and aservice desk with a second and third line.Metrics that track IT performance providegovernance.

I&O uses a service­based approach, withintegrated ITSM and operationalmanagement tools. Key process owner,service owner and product owner roles arein place.

Support is focused on delivering businessoutcomes with strong governance based onbusiness­focused metrics. Automation isused to augment this approach.

Ensure Future Service Availability

Level 1 Level 2 Level 3 Level 4 Level 5I&O is a technology­focusedorganization, and attention paid toservices, enhancing availability andplanning for future growth is informal.

IT assets are identified and planningdisciplines (e.g., capacity, disasterrecovery and monitoring) are in place butunlikely to be standardized across I&O,resulting in outages.

Assets are inventoried, and tools are inplace to discover, monitor and managethe estate. Outages due to poor planningare reduced, and I&O is better able tomanage service growth.

Asset relationships are developed andstored in a CMDB, the estate is monitoredat the service level and measures are inplace to manage the estate and deliverhigher availability and stability.

A business focus is in place that results ineffective service mapping, and activities thatare carried out (such as capacity and servicecontinuity) are comprehensive and assessedfrom a business rather than IT perspective.

Provide Service Governance

Level 1 Level 2 Level 3 Level 4 Level 5Review and reporting of services orprocesses is informal and tends to befocused at the silo level.

Processes and metrics are available butare neither comprehensive nor analyzedfor trends and patterns.

Policies, procedures and standards aredefined and in place, along with keygovernance roles.

All processes, services and vendors areactively monitored and subject to continualimprovements through effectivegovernance.

Governance is focused on businessoutcomes and regular service reviews, andbusiness­focused dashboards are in placeto demonstrate IT’s value.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentDevelop Workforce Strategy

Level 1 Level 2 Level 3 Level 4 Level 5I&O reacts to in­the­moment workforceneeds.

I&O workforce plans identify short­termstaffing needs to inform head countplans for the coming fiscal period.

I&O workforce plans respond tostaffing needs and incorporate plans forskills andcompetency development based on skillsgap assessments.

I&O workforce plans contain forward­looking talent forecasts addressing skillsgaps and incorporate plans for emergingtechnical expertise and promoting diversityand inclusion in I&O.

I&O strategic workforce plans incorporate across­enterprise perspective as well asinternal and external supply and demanddata.

Attract and Hire Talent

Level 1 Level 2 Level 3 Level 4 Level 5HR owns and manages I&Orecruitment efforts, with limitedinvolvement from I&O leaders.

I&O leaders provide HR with jobdescriptions and skills definitions asrequested.

I&O leaders partner with HR to update jobdescriptions and recruitment strategies totarget emerging skills needs and promisingtalent pools.

I&O leaders collaborate with IT leaders andHR partners to evolve recruitment andhiring practices.

I&O owns its recruitment and hiringstrategy, which is aligned to support IT andenterprise strategies.

Develop Employee Skills and Competencies

Level 1 Level 2 Level 3 Level 4 Level 5I&O closes acute skills gaps with adhoc and informal trainings.

I&O builds staff competencies throughformalized and specialized skillsdevelopment certification programs.

I&O employee development practicesencourage and support continuousdevelopment of both technical and softskills (e.g., collaboration, leadership andcommunication).

I&O employee development practicesinclude a focus on developing on­the­jobcoaching and learning experiences.

I&O employee development practicesprovide incentives for continuous, on­the­job learning while encouraging skill andcareer path versatility.

Manage Employee Performance

Level 1 Level 2 Level 3 Level 4 Level 5I&O employee performance ismanaged at the discretion of individualmanagers.

I&O employee performancemanagement involves annual calibrationof employee performance againstcentrally mandated criteria.

I&O employee performance managementinvolves regular, two­way discussions onemployee performance metrics, definedby role.

I&O employee performance managementis forward­looking and customized to theindividual within a role.

I&O employee performance managementis targeted to the individual and thedevelopment of individual growth paths tosupport evolving business objectives.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsPlan and Manage I&O TalentBuild Effective Teams and Culture

Level 1 Level 2 Level 3 Level 4 Level 5I&O team collaboration is informal orundefined.

I&O formally defines teams and providestools and support for individuals tocollaborate within and across teams.

I&O creates teams with a mix of technicaland business skills, fostering anenvironment of recognition within andacross teams and a process­centricmindset.

I&O instills a coaching commitment and aculture of knowledge sharing and teamempowerment. Teams are not bound bygeographical or organizational modelconstraints.

I&O leaders develop fusion teams byencouraging openness, learning agility andan agile mindset.

Manage Talent Retention and Career Growth

Level 1 Level 2 Level 3 Level 4 Level 5Retention and career progressionefforts are reactive or have limitedstructure.

I&O career progression planning islargely ladder­based progression.Retention efforts are limited to centrallymanaged activities.

I&O provides career progressioninformation such as sample career pathsand basic leadership skills training.Retention planning is formal andsystematic.

I&O provides both horizontal and verticalopportunities, and managers align careerprogression to employees’ interests andskills.

I&O career planning and retention effortsare consistently applied in the organization,and employees plan for multiple, unknownroles in the future.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&ODevelop I&O Strategy

Level 1 Level 2 Level 3 Level 4 Level 5Set priorities informally, in response tospecific requests.

Set priorities based loosely on IT­levelobjectives.

Define strategies influenced by businessstrategy and include forward­lookingplans for resources and technologies.

Update strategies to address evolvingneeds for technologies and resources aswell as services and skills.

Build strategies in collaboration with businesspartners, and follow agile methodology torespond quickly and adapt iteratively to enablechanges in business priorities and strategies.

Design Strategic Sourcing Approach

Level 1 Level 2 Level 3 Level 4 Level 5Make sourcing decisions on an ad hocbasis in response to immediate needs.

Make sourcing decisions within silosbased on specific project needs.

Base sourcing decisions on enterpriseneeds, cost optimization and categorizedvendors. Determine solutions incollaboration with other IT teams.

Base sourcing decisions on fit­for­purpose analysis, and identify solutions incollaboration with IT partners and inputfrom business.

Guide business partner decision making onvendor selection, and make vendormanagement decisions through continuousreview of value, performance and risk.

Design and Evolve Organizational Models

Level 1 Level 2 Level 3 Level 4 Level 5Follow a hierarchical organization chartthat shows reporting relationshipsinside technical silos.

Promote some level of communicationand collaboration across silos and initiatereorganizations based on executiveturnover.

Pilot cross­functional teams for increasedcollaboration across silos.

Map out critical handoffs between teams,and organize team members aroundservice delivery.

Support cross­functional teams (such asDevOps teams or automation centers ofexcellence) and organize around IT productsand/or business goals.

Manage I&O Finance and Budgeting

Level 1 Level 2 Level 3 Level 4 Level 5Follow the overall annual IT budgetprocess.

Actively participate in the budget processat least annually, and capture the totalcost of IT at the general ledger level.

Focus on IT objectives and manage thebudget based on technology spendrequirements.

Track I&O spend to specific businessoutcomes, and obtain buy­in for keyprojects from stakeholders.

Explain to business leaders how financialdecisions positively affect businessobjectives, and ensure transparency byengaging stakeholders to drive informed ITconsumption behavior.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Maturity Level DefinitionsManage the Function of I&OEmbed Security Into Solution Delivery

Level 1 Level 2 Level 3 Level 4 Level 5Create controls that may bedisconnected from information securitypolicies and compliance regulations.

Become aware of and establish thegoal of aligning with information securitypolicies and compliance regulations.

Define controls to comply with securitypolicies and procedures to manage therisk of security infringements. Monitor andmanage all systems and services.

Proactively work with the informationsecurity team to embed security controls,create clear escalation paths forinfringements and enforce accountabilityfor security in operations.

Deploy state­of­the­art initiatives (e.g., AI,automation and DevSecOps) to proactivelymonitor and manage the estate, identifythreats, prioritize business needs, andintegrate deliverables with policies andprocedures.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusMaturity (Activities Ranked by Maturity Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Evaluate, Plan and Design Design Solution Specifications Not Available 2.00 3.00 2.00 1.00Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 3.00 2.25 0.75Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.00 3.67 3.00 0.67Manage the Function of I&O Develop I&O Strategy Not Available 3.50 4.00 3.50 0.50Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.50 4.00 3.50 0.50Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 3.00 2.50 0.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.00 3.00 2.50 0.50Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.33 2.67 2.33 0.34

Measure and Optimize Automate Operations Not Available 2.33 2.67 2.33 0.34Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.75 3.00 2.75 0.25Transition and Operate IT Services Support IT Services Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 3.33 3.33 3.33 0.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 3.33 3.33 3.33 0.00Transition and Operate IT Services Transition Services Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 2.67 2.67 2.67 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.33 2.33 2.33 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 2.00 2.00 2.00 0.00Transition and Operate IT Services Provide Service Governance Not Available 2.00 2.00 2.00 0.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.33 ­0.33Evaluate, Plan and Design Rationalize New Requests Not Available 2.00 2.00 2.33 ­0.33Evaluate, Plan and Design Articulate Customer Needs Not Available 1.67 1.67 2.00 ­0.33Evaluate, Plan and Design Build a Business Case Not Available 2.33 2.33 2.67 ­0.34Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 2.33 2.33 2.67 ­0.34

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.67 2.67 3.67 ­1.00Plan and Manage I&O Talent Manage Employee Performance Not Available 2.00 2.00 3.50 ­1.50

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusImportance (Activities Ranked by Importance Gap)

Objective Activity Benchmark Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 3.50 5.00 2.00 3.00Transition and Operate IT Services Provide Service Governance Not Available 4.00 5.00 3.00 2.00Evaluate, Plan and Design Articulate Customer Needs Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Rationalize New Requests Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Build a Business Case Not Available 2.50 3.00 2.00 1.00Plan and Manage I&O Talent Attract and Hire Talent Not Available 2.50 3.00 2.00 1.00Manage the Function of I&O Design and Evolve Organizational Models Not Available 2.50 3.00 2.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 3.00 3.00 3.00 0.00Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 3.00 3.00 0.00Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Support IT Services Not Available 3.00 3.00 3.00 0.00Transition and Operate IT Services Ensure Future Service Availability Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 3.00 3.00 3.00 0.00Manage the Function of I&O Design Strategic Sourcing Approach Not Available 3.00 3.00 3.00 0.00Measure and Optimize Automate Operations Not Available 2.00 2.00 2.00 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available 2.00 2.00 2.00 0.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 3.50 3.00 4.00 ­1.00

Measure and Optimize Align I&O Metrics With Business Goals Not Available 2.50 2.00 3.00 ­1.00Measure and Optimize Optimize IT Service Management (ITSM)

ProcessesNot Available 2.50 2.00 3.00 ­1.00

Transition and Operate IT Services Transition Services Not Available 2.50 2.00 3.00 ­1.00Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Develop I&O Strategy Not Available 2.50 2.00 3.00 ­1.00Manage the Function of I&O Embed Security Into Solution Delivery Not Available 4.00 3.00 5.00 ­2.00

Introduction Executive Summary Path to Maturity Next Steps Appendix

Team ConsensusPrioritization (Activities Ranked by API Gap)

Objective Activity BenchmarkRank

Overall(n = 2)

Leader Score (n = 1)

Staff Score(n = 1)

Gap (Leader minusStaff)

Transition and Operate IT Services Provide Service Governance Not Available 8.00 15.00 3.00 12.00Plan and Manage I&O Talent Develop Employee Skills and Competencies Not Available 1.75 6.65 ­2.00 8.65Plan and Manage I&O Talent Manage Employee Performance Not Available 3.00 3.00 ­1.50 4.50Evaluate, Plan and Design Articulate Customer Needs Not Available 2.08 3.99 0.00 3.99Evaluate, Plan and Design Rationalize New Requests Not Available 1.25 3.00 ­0.66 3.66Evaluate, Plan and Design Build a Business Case Not Available 0.43 2.01 ­1.34 3.35Plan and Manage I&O Talent Attract and Hire Talent Not Available ­0.63 0.00 ­1.50 1.50Manage the Function of I&O Design and Evolve Organizational Models Not Available 1.25 0.00 ­1.00 1.00Evaluate, Plan and Design Establish Service­Level Expectations Not Available 0.00 0.00 ­0.99 0.99Measure and Optimize Align I&O Metrics With Business Goals Not Available ­0.43 ­1.34 ­2.01 0.67Measure and Optimize Measure Staff Performance and Requirements Not Available 3.00 3.00 3.00 0.00Plan and Manage I&O Talent Build Effective Teams and Culture Not Available 2.01 2.01 2.01 0.00Plan and Manage I&O Talent Develop Workforce Strategy Not Available 0.99 0.99 0.99 0.00Transition and Operate IT Services Support IT Services Not Available ­0.99 ­0.99 ­0.99 0.00Manage the Function of I&O Manage I&O Finance and Budgeting Not Available ­2.66 ­2.66 ­2.66 0.00Measure and Optimize Automate Operations Not Available ­0.66 ­1.34 ­0.66 ­0.68Manage the Function of I&O Design Strategic Sourcing Approach Not Available ­1.50 ­3.00 ­1.50 ­1.50Transition and Operate IT Services Ensure Future Service Availability Not Available 2.25 0.00 2.25 ­2.25Transition and Operate IT Services Transition Services Not Available ­0.43 ­1.34 0.99 ­2.33Manage the Function of I&O Develop I&O Strategy Not Available ­2.50 ­4.00 ­1.50 ­2.50Evaluate, Plan and Design Design Solution Specifications Not Available 3.00 0.00 3.00 ­3.00Measure and Optimize Monitor Infrastructure and Operations

PerformanceNot Available 4.10 2.01 5.32 ­3.31

Measure and Optimize Optimize IT Service Management (ITSM)Processes

Not Available 0.43 ­1.34 2.01 ­3.35

Plan and Manage I&O Talent Manage Talent Retention and Career Growth Not Available 0.00 ­2.00 1.50 ­3.50Manage the Function of I&O Embed Security Into Solution Delivery Not Available 2.68 ­0.99 8.35 ­9.34

Introduction Executive Summary Path to Maturity Next Steps Appendix

What are the High Priority Areas for Your Function? (Leader ScoresOnly)The Activity Priority Index identifies where the function is less mature in activities of greater importance.

n = 1

Highest Priority Lowest Priority• Provide Service Governance• Develop Employee Skills and Competencies• Articulate Customer Needs

• Develop I&O Strategy• Design Strategic Sourcing Approach• Manage I&O Finance and Budgeting

* Activity Priority Index: Activity Priority Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A higher Activity PriorityIndex score indicates a greater priority to the organization.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Functional Activity Map for IT Score for Infrastructure &OperationsGartner has developed the framework below to comprehensively represent the scope of the activities for the typical IT Score for Infrastructure & Operations function.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Methodology DetailsSurvey InstrumentThe diagnostic assesses functional activities along two primary dimensions: maturity and importance.

To assess maturity, respondents are presented a series of statements that represent component sub­activities of a particular functional activity. Respondents areasked to check all statements that represent currently performed sub­activities. Through an understanding of which sub­activities are currently being performed,Gartner can determine the level of maturity for any given functional activity.

Each whole level in the model is assigned one point. Gartner’s proprietary logic calculates the fractional contribution of each sub­activity statement to the overallmaturity score for that activity.

Scoring of Maturity Setting Priorities (API Calculation)

Range Maturity Level To understand priorities, Gartner calculates the Activity Priority Index, which is weighted by importance.

The Activity Priority Index is calculated as follows:API = (Importance – Maturity) x Importance

For precision, the maturity score expressed as a decimal is used in this calculation.

Higher API scores indicate very important or most important functional activities with low maturity, while lowerAPI scores indicate lower importance activities with high maturity.

The API proposes a set of priorities on the assumption that highly important activities with low maturity shouldbe targeted first to increase functional performance.

1.00–1.321.33–1.661.67–1.992.00–2.322.33–2.662.67–2.993.00–3.323.33–3.663.67–3.994.00–4.324.33–4.664.67–4.99

5

11+2­22+3­33+4­44+5­5

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity ScoresIntroductionGartner Score takes a unique approach to assessing maturity. It disaggregates the five­level maturity model for a given activity into 5–15 discrete statements thatdescribe sub­activities. Those sub­activities are each associated with a maturity level, one to five, of the given activity.

The entire five­level maturity model for an activity is assigned five points, one point for each level. Within a level, the one point is allocated evenly across all of the sub­activities associated with that level. If there is one sub­activity, it is allocated 1.0 point; if there are two, each is worth 0.5 points, if there are three, then 0.33 pointseach, and so forth. Note that the sum of the fractional points across all the sub­activities for each level is 1.0 and the sum across all levels of an activity is always 5.0.

Assessing MaturityEach sub­activity is then directly assessed by respondents as being present and effective in the organization, or not.

Rather than creating a maturity score for each respondent for an activity and then averaging those, Gartner first aggregates the responses across all respondents foreach sub­activity. To be scored as a “Yes” (present and effective) for the organization, more than 50% of the respondents must have assessed that Sub­Activity as a“Yes”. Otherwise that sub­activity is scored as a “No” overall. In the case of a single respondent (only one surveyed, or sub­group of one) the individual response istaken as the “group” response.

This approach offers two important advantages. First, it provides a better assessment of maturity, as each individual sub­activity must be judged by a majority ofrespondents to be present and effective to contribute to the overall maturity score for an activity. Second, it allows for more precise identification of which componentsof that level of maturity are already present and which specific next steps the organization should take to achieve a particular higher level of maturity for a givenactivity.

Calculating Maturity ScoresSub­activities scored as a “Yes” for the organization earn the full fractional point value associated with them (as described in the second paragraph on this page).Those scored as “No” receive zero points.*

The earned fractional values of the sub­activities are then totaled to calculate the organization’s maturity score for that activity. Scores ranging from x.00 to x.32 areassigned an ordinal value of x (e.g., 3.15 is presented as “3”). Those ranging from x.33 to x.66 are reported as x+ (e.g., 3.50 is presented as “3+”), and those from x.67to x.99 as (x+1)­ (e.g., 3.83 is presented as “4­”).

Please see the next page for an example.* An exception occurs when a function is generally operating at a higher level of maturity for an activity but still performing a lower­level sub­activity that should be discontinued. In this situation, the overall maturity score is penalized by subtracting one­half of the assigned fractional value of that sub­activity.

Introduction Executive Summary Path to Maturity Next Steps Appendix

Calculation of Maturity Scores

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