Purpose:

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Objective:

Comprised of loner-term investments.

Description:

In the Discovery, investments are classified as concepts or ideas; thus, value, costs, benefits, and risks are somewhat difficult to quantify. Discovery aligns, prioritizes, and balances new technologies, which form the basis of strategic enablers and transformation. It has been susceptible to cost-cutting, as many organizations focus on short-term, sustaining, low-risk initiatives bypass the experimental, higher-risk, longer-term innovation, and incubation initiatives. Discovery only functions optimally when IT and business have a highly functional relationship, which, according to research, occurs in only 2% of companies.

Many companies now recognize that mergers and acquisitions, geographic expansion, increase in business development, or cost-cutting efforts will not drive consistent and sustainable growth. As resources have become tighter over recent years, discovery and research have become accountable and performance-oriented. They are inextricably linked to delivering elements of the business and strategic objectives, producing targeted and measurable results that increase value and growth consistent with the strategic intent.

Unlike the mid to late 20th century, when discovery and research could take a decade or more from initial idea through commercialization, the majority of companies today cannot afford to spend a sizable amount of resources over such a long period of time. Discovery provides the framework to assure investments are in line with expectations.

Entrance Criteria:

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Exit Criteria:

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Process and Procedures:

• Opportunity Generation, Capture & Analysis
• Develop Business Case
• Ideation
• Feasibility and Assessment
• Idea Selection
• Concept Maturation

Tailoring Guidelines:

• None

Process Verification Record(s):

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Measure(s):

•  An effective set of policies is defined and maintained

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• Everyone is aware of the policies and how they should be implemented
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• All aspects of the IT strategy are aligned with the enterprise strategy.
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• The IT strategy is cost-effective, appropriate, realistic, achievable, enterprise-focussed and balanced.
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• Clear and concrete short-term goals can be derived from, and traced back to, specific long-term initiatives, and can then be translated into operational plans.
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• IT is a value driver for the enterprise.
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• There is awareness of the IT strategy and clear assignment of accountability for delivery
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• The architecture and standards are effective in supporting the enterprise.
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• A portfolio of enterprise architecture services supports agile
  enterprise change.
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• Appropriate and up-to-date domain and/or federated architectures exist that provide reliable architecture information.
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• A common enterprise architecture framework and methodology as
  well as an integrated architecture repository are used to enable re-use efficiencies across the enterprise.
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• Enterprise value is created through the qualification and staging of the most appropriate advances and innovations in technology, IT methods and solutions.
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• Enterprise objectives are met with improved quality benefits and/or reduced cost as a result of the identification and implementation of innovative solutions.
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• Innovation is promoted and enabled and forms part of the
  enterprise culture.
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• An appropriate investment mix is defined and aligned with
  enterprise strategy.
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• Sources of investment funding are identified and available.
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• Program business cases are evaluated and prioritized before funds are allocated.
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• A comprehensive and accurate view of the investment portfolio performance exists.
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• Investment program changes are reflected in the relevant IT service, asset and resource portfolios.
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• Benefits have been realized due to benefit monitoring.
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• A transparent and complete budget for IT accurately reflects planned expenditures.
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• The allocation of IT resources for IT initiatives is prioritized based on enterprise needs.
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• Costs for services are allocated in an equitable way.
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• Budgets can be accurately compared to actual costs.
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• The IT organizational structure and relationships are flexible and responsive
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• Human resources are effectively and efficiently managed
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• Business strategies, plans and requirements are well understood,
  documented and approved.
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• Good relationships exist between the enterprise and IT.
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• Business stakeholders are aware of technology-enabled opportunities
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• The enterprise can effectively utilize IT services as defined in
  a catalog.
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• Service agreements reflect enterprise needs and the capabilities of IT.
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• IT services perform as stipulated in service agreements.
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• Suppliers perform as agreed.
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• Supplier risk is assessed and properly addressed.
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• Supplier relationships are working effectively.
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• Stakeholders are satisfied with the quality of solutions and services.
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• Project and service delivery results are predictable.
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• Quality requirements are implemented in all processes.
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• IT-related risk is identified, analysed, managed and reported.
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• A current and complete risk profile exists.
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• All significant risk management actions are managed and under control.
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• Risk management actions are implemented effectively
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• A system is in place that considers and effectively addresses enterprise information security requirements.
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• A security plan has been established, accepted and communicated throughout the enterprise.
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• Information security solutions are implemented and operated
  consistently throughout the enterprise.
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• Relevant stakeholders are engaged in the programs and projects
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• The scope and outcomes of programs and projects are viable and aligned with objectives.
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• Program and project plans are likely to achieve the expected outcomes.
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• The program and project activities are executed according to
  the plans.
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• There are sufficient program and project resources to perform
  activities according to the plans.
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• The program and project expected benefits are achieved
  and accepted.
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References & Related Standards