Control over the IT process of Manage Operations that satisfies the business requirement for IT of
- maintaining data integrity and ensuring that IT infrastructure can resist and recover from errors and failures
- meeting operational service levels for scheduled data processing, protecting sensitive output, and monitoring and maintaining infrastructure
- Operating the IT environment in line with agreed-upon service levels and defined instructions
- Maintaining the IT infrastructure
- Number of service levels impacted by operational incidents
- Hours of unplanned downtime caused by operational incidents
- Percent of hardware assets included in preventive maintenance schedules
1 Non-existent
2 Initial/Ad Hoc
3 Repeatable but Intuitive
4 Defined
5 Managed and Measurable
6 Optimized
Benchmarks/Guidelines for Scoring
1 Non-existent when
The organization does not devote time and resources to the establishment of basic IT support and operations activities.
2 Initial/Ad Hoc when
The organization recognizes the need for structuring the IT support functions. Few standard procedures are established, and the operations activities are reactive in nature. The majority of operational processes are informally scheduled, and processing requests are accepted without prior validation. Computers, systems and applications supporting the business processes are frequently interrupted, delayed and unavailable. Time is lost while employees wait for resources. Output media sometimes show up in unexpected places or not at all.
3 Repeatable but Intuitive when
The organization is aware of the key role that IT operations activities play in providing IT support functions. Budgets for tools are being allocated on a case-by-case basis. IT support operations are informal and intuitive. There is a high dependence on the skills and abilities of individuals. The instructions covering what to do, when and in what order are not documented. Some operator training exists, and there are some formal operating standards.
4 Defined when
The need for computer operations management is understood and accepted within the organization. Resources are allocated and some on-the-job training occurs. Repeatable functions are formally defined, standardized, documented and communicated. The events and completed task results are recorded, with limited reporting to management. The use of automated scheduling and other tools is introduced to limit operator intervention. Controls are introduced for the placement of new jobs in operations. A formal policy is developed to reduce the number of unscheduled events. Maintenance and service agreements with vendors are still informal in nature.
5 Managed and Measurable when
The computer operations and support responsibilities are clearly defined and ownership is assigned. Operations are supported through resource budgets for capital expenditures and human resources. Training is formalized and ongoing. Schedules and tasks are documented and communicated, both internally to the IT function and to the business customers. It is possible to measure and monitor the daily activities with standardized performance agreements and established service levels. Any deviations from established norms are quickly addressed and corrected. Management monitors the use of computing resources and completion of work or assigned tasks. An ongoing effort exists to increase the level of process automation as a means of continuous improvement. Formal maintenance and service agreements are established with vendors. There is full alignment with problem, capacity and availability management processes, supported by an analysis of the causes of errors and failures.
6 Optimized when
IT support operations are effective, efficient and sufficiently flexible to meet service level needs with minimal lost productivity. Operational IT management processes are standardized and documented in a knowledge base and are subject to continuous improvement. Automated processes that support systems operate seamlessly and contribute to a stable environment. All problems and failures are analyzed to identify the root cause. Regular meetings with change management ensure timely inclusion of changes in production schedules. In co-operation with vendors, equipment is analyzed for age and malfunction symptoms, and maintenance is mainly preventive in nature.