Building confidence in executing IT programs

Figure 4: Risk state analysis
Program governance
Benefit realization and
sustainability
Complexity
profile
Capability
and
maturity
Performance
management
Business case
integrity
Organizational
change
management
Benefits,
design and
realization
Scope
management
Human
resource
management
Quality
management
Time
management
Procurement
management
Risk
management
Project management
Processes, controls
and predictability
Decision
framework
Cost
management
Integration
management
Governance
effectiveness
Communications
management
Compliance and
regulatory
Requirements
engineering
and design
Data
management
Testing
and
validation
Methodology
and
development
Technical
infrastructure
Controls
Security,
business
continuity
and disaster
recovery
Sustainability
model
Cutover
and
support
Technical solution
Requirements development,
quality and transition
Risks or issues identified that require management attention
and have a direct impact on planned outcomes
Risks or issues identified; processes must be adjusted
and greater emphasis is required
Minor or no issues identified — does not require management attention
Not a priority action at this time
The diagram above shows an example of a risk-state analysis. The red areas represent
the highest risks that should be addressed first. From this initial analysis, a desired risk
state should be determined (which may not be all “green”), then remediation plans can
be developed to get to the desired risk state. Again, there are dependencies among the
areas, so certain red areas may need to be addressed prior to others.
A typical progression
Current state
Step 1 Step 2 Step 3
Requirements
engineering
Requirements
engineering
Requirements
engineering
Requirements
engineering
Project
Methodology
Testing
strategy
Project
Methodology
Testing
strategy
Project
Methodology
Testing
strategy
Project
Methodology
Testing
strategy
Project plan
and schedule
Risk
management
Transformational
change management
Project plan
and schedule
Risk
management
Transformational
change management
Project plan
and schedule
Risk
management
Transformational
change management
Project plan
and schedule
Risk
management
Transformational
change management
Issues
Cutover and
management
conversion strategy
Sales
Complexity
and
management
Quality
marketing
Decision
management
framework
and
Engineering
empowerment
Role and
Objective
GSP design
responsibility
and outcome
Supply
and Oracle
management
chain
solution
Projecy goal/
capability
Manufacturing
alignment
Scope and
Performance
management Projects
Reporting
change
control
Issues
Cutover and
management
conversion strategy
Sales
Complexity
and
management
Quality
marketing
Decision
management
framework
and
Engineering
empowerment
Role and
Objective
GSP design
responsibility
and outcome
Supply
and Oracle
management
chain
solution
Projecy goal/
capability
Manufacturing
alignment
Scope and
Performance
management Projects
Reporting
change
control
Issues
Cutover and
management
conversion strategy
Sales
Complexity
and
management
Quality
marketing
Decision
management
framework
and
Engineering
empowerment
Role and
Objective
GSP design
responsibility
and outcome
Supply
and Oracle
management
chain
solution
Projecy goal/
capability
Manufacturing
alignment
Scope and
Performance
management Projects
Reporting
change
control
Issues
Cutover and
management
conversion strategy
Sales
Complexity
and
management
Quality
marketing
Decision
management
framework
and
Engineering
empowerment
Role and
Objective
GSP design
responsibility
and outcome
Supply
and Oracle
management
chain
solution
Projecy goal/
capability
Manufacturing
alignment
Scope and
Performance
management Projects
Reporting
change
control
Situational
awareness
Customizations
Situational
awareness
Customizations
Situational
awareness
Customizations
Situational
awareness
Customizations
Governance
process Finance
effectiveness
Governance
process Finance
effectiveness
Governance
process Finance
effectiveness
Governance
process Finance
effectiveness
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