Case.Study:.Sidmar.–.Arcelor

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Figure 76. Decision grid Project class Project class H MH M ML L H MH M ML L ML M Operational urgency Figure 77. Priority classes 1 1 1 1 1 L 1 1 1 1 1 L 1 1 2 2 2 ML 1 1 1 1 2 2 2 3 3 3 M 1 2 2 3 3 2 3 3 4 4 MH Profitablity 2 3 3 4 4 MH 3 4 4 5 5 H 5 5 5 5 5 H Decision support Priority.classes A 5 points on at least one criterion Accept, high priority B 4 points on profitability or 3 points on at least two criteria Accept C 3 points on profitability or total of 7 points Accept if resources available D 3 points on one criterion Accept only if subcontractable E All other projects Decline Project class Project class H MH M ML L H MH M ML L 1 1 1 1 1 L Competitive advantage 1 1 1 1 1 L 1 1 1 1 2 ML 1 1 1 1 2 ML 1 2 2 3 4 M 1 1 1 2 3 M 2 3 4 4 5 MH 1 1 2 3 4 MH 3 4 4 5 5 H 1 2 3 4 5 H
Relational.Mechanisms The IT architect and the IBO committee play both an important role in building and maintaining a good IT-business relationship. For each project, an architect is assigned who coordinates the project in close relationship with the responsible business people. The IT architect is already involved in the project initiation. The IT director emphasises “The overlap between business and IT is the most important enabler of alignment. It is around this overlap that the main task of the architects is situated since they know the business as well as its processes. The ten architects within Sidmar have three major roles: project management, technology and business process development, and maintaining the link between the business and IT.” The relationship between business and IT is perceived good to excellent by the controller and by the director IT. “One of the reasons for this good relationship,” explains the director IT, “are the IBO committees where the needs of the business are captured and discussed and translated into IT projects and enhancements.” A somewhat specific governance mechanism comprises the informal lunches where the IT director and the business unit managers discuss IT issues. Maturity.Measurement/Assessment The maturity level of IT governance at Sidmar results in level 2, based on following elements: • A wide set of processes and mechanisms are in place, including detailed measurement tools, which are needed in the higher maturity levels • IT committees exist, where all directors are involved, implicating that IT is highly visible with senior management • Standards for processes an architecture exist Figure 78 displays the IT governance elements (highlighted in bold) that are applicable at Sidmar. The controller assessed the maturity of Sidmar at level three—“Defined Process” with even arguments in favour of level four—“Managed and Mea-
Page 1 and 2: IT governance related processes at
Page 3 and 4: Figure 66. Organisation structure o
Page 5 and 6: Figure 67. Sidmar’s IT budget 15-
Page 7 and 8: Figure 70. Abstract of an individua
Page 9 and 10: Figure 72. Typical agenda of the IT
Page 11 and 12: Collaboration, internally as well a
Page 13: Figure 75. Project class and basic
Page 17 and 18: Figure 79. IT governance structures

Case.Study:.Sidmar.–.Arcelor

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