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Researchers estimate that information and communication technology (ICT) is responsible for at least 2 percent of global greenhouse gas (GHG) emissions. Furthermore, in any individual business, ICT is responsible for a much higher percentage of that business's GHG footprint. Yet researchers also estimate that ICT can provide business solutions to reduce its GHG footprint fivefold. However, because the field is new and evolving, few guidelines and best practices are available. To address this issue, a consortium of leading organizations from industry, the nonprofit sector, and academia has developed and tested a framework for systematically assessing and improving SICT capabilities. The Innovation Value Institute (IVI; http://ivi.nuim.ie) consortium used an open-innovation model of collaboration, engaging academia and industry in scholarly work to create the SICT-Capability Maturity Framework (SICT-CMF), which is discussed in this paper.B. Donnellan, C. Sheridan, and E. Curry, "A Capability Maturity Framework for Sustainable Information and Communication Technology,â" IEEE IT Professional, vol. 13, no. 1, pp. 33-40, Jan. 2011.
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A Capability Maturity Framework for Sustainable ICT Brian Donnellan - Innovation Value Institute Charles Sheridan – Intel Corporation Edward Curry – Digital Enterprise Research Institute
SICT Drivers
Sustainable ICT
Self-interest (image, competitive differentiation)
Social, cultural and political influence
Industry and External Business Pressures
Regulatory & Compliance
Requirements
Environmental Concerns
Economics Savings
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Two Faces of SICT
External to IT smart buildings web
conferencing collaborative technologies
data collection and reporting
de-materialization
e-waste
e-procurement
Internal to IT
data centre design and operations
Virtualisation, cloud computing
Power Mgmt., PC refresh cycle
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Challenges for the CIO
CIO Complexity and rapid evolution of SICT
Lack of agreed and consistent standards
Evolving regulations and legislation around the world
The need for new SICT metrics and measures
Lack of expertise in SICT
IVI formed to create IT capability maturity framework – creating new approaches, leveraging existing standards and addressing "value" gap
Steering patrons
IVI membership includes leading enterprises, consulting, not-for-profit, government and academic organisations.
www.ivi.ie
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IT Capability Maturity Framework
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SICT acts as a standalone critical process with increasing maturity as well as influencing other critical processes in IT
PPP Portfolio Planning & Prioritisation (SICT specific)
SICT Maturity Curve - supports creation of critical
process with specific sustainability practices,
outcomes, metrics.
IVI CMF (all critical processes)
Additional/amended CP-specific practices to improve sustainability
maturity
PPP board decisions demonstrably take Sustainability criteria into account. SICT-specific KPIs include:
S I C T
Example
Ø % of PPP board approvals that include sustainability criteria Ø % of portfolio planning discussions that include IT BU and organisation-wide sustainability objectives
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• Define the scope and goal of SICT • Agree on the business posture
Scope & Goal
• Assess current maturity • Online assessments • Individual interviews
• Data collection to validate
Understand Capability
• Develop SICT Capability Building Blocks
Develop Capability
• Assess and manage progress over time • Develop a roadmap and action plan
• Yearly follow-up assessments Manage
IVI SICT Assessment Process
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Design solution model for next phase
Implement strategy and transition to next capability level
Operate under new SICT capability level using metrics
Assess status and update baseline
2 Design
3 Transition
4 Operation
5 Improvement
1 Assessment
Define improvement paths based on operational experience and metrics results
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2
3
4
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The IVI Approach to SICT
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Sustainable ICT: Categories and building blocks Category Capability
Building Block Description
Strategy & Planning
Alignment Definition and execution of ICT sustainability strategy to influence and align to business sustainability objectives
Objectives Definition and agreement of sustainability objectives for ICT
Process Management
Operations & Life Cycle Sourcing, operation and disposal of ICT systems to deliver sustainability objectives
ICT-Enabled Business Processes
Provision of ICT systems that enable improved sustainability outcomes across the extended enterprise.
Performance & Reporting
Reporting and demonstration of progress against ICT specific and ICT enabled sustainability objectives, within the ICT business and across the extended enterprise.
People & Culture
Language Definition, communication and use of common sustainability language and vocabulary across ICT and other business units including the extended enterprise, to leverage a common understanding
Adoption Embedding of sustainability principles across ICT and the extended enterprise. Evangelising of sustainability successes and contributing to industry best practice
Governance External Compliance
Enablement and demonstration of compliance with both ICT and Business sustainability legislation and regulation . Clear accountability for sustainability roles and decision making across ICT and the enterprise
Corporate Policies Establishment of common and consistent policies to support an ICT sustainability strategy to meet current and future sustainability objectives, as part of periodic review.
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Increasing maturity involves systematically improving capability in nine key ‘Capability Building Blocks’
Ad hoc
Basic
Intermediate
Advanced
Optimised
No SICT roles & Responsibilities,
Ad hoc, project-based
Formal technology roles within projects,
Key stakeholders identified and informed
Regular consultation with business,
Formalised roles and responsibilities
Pro-active communication and feedback with business;
Clear professional career track
Collaboration with extended enterprise;
Pro-active development with external input
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SICT Assessment Results
Benchmark Range
Benchmark Median
Initial Basic Intermediate Advanced Optimising Maturity of capability building blocks
Strategy and Planning (A)
Alignment (A1)
Objectives (A2)
Process Management
(B)
Operations and Life Cycle (B1)
ICT Enabled Sustainable Business Process (B2)
Performance Measurement and Reporting (B3)
People and Culture (C)
Adoption (C1)
Language (C2)
Governance (D)
Regulatory Compliance (D1)
Corporate Policies (D2)
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SICT Assessment Results
Strategy and Planning (A)
Alignment (A1)
Objectives (A2)
Process Management
(B)
Operations and Life Cycle (B1)
ICT Enabled Sustainable Business Process (B2)
Performance Measurement and Reporting (B3)
People and Culture (C)
Adoption (C1)
Language (C2)
Governance (D)
Regulatory Compliance (D1)
Corporate Policies (D2)
"“We have the right technologies and platform. We just have to ensure organization wide awareness and mindset shift” Company A
“Implementation - We seem to have the most
problem with follow through, taking the idea all the way to whichever edge would have us realize the visualized returns“ Company B
“We need to be active in practicing what we
preach” Company C “Environment has to be part of everyone’s job
not just the environment team but will take longer for different functions to take on… need to change mindset” Company D
“SICT will only become a reality when Business
Units decide they are behind it and change demands and behaviour”. Company E
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IVI SICT Assessment outputs
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Insight from Assessments • Obtain Senior Management’s Vision
• Clear business vision for sustainability with goals and milestones • Senior-level drive, visibility, and communication
• Engage IT and Business Operations • Assessment can be a wake-up call for both parties • Broad actions needed across both IT & the business—not just in IT
• Accept Cultural Change • Embed SICT into the everyday work routine • Success requires SICT to be viewed as “business as usual” • Incentives can drive cultural change
• Understand the Potential and Expand Expertise • Misconception remains that sustainability typically represents a cost • SICT skills and experience are still in short supply • Education is critical to changing this skills shortage
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Further Information
B. Donnellan, C. Sheridan, and E. Curry, “A Capability Maturity Framework for Sustainable Information and Communication Technology,” IT Professional, vol. 13, no. 1, pp. 33-40, Jan. 2011. E. Curry and B. Donnellan, “Understanding the Maturity of Sustainable ICT,” in Beyond Efficiency: Business Process Management for the Sustainable Enterprise, S. S. Jan vom Brocke, Ed. Springer, 2011. Innovation Value Institute – www.ivi.ie Contact [email protected] [email protected] [email protected]
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Credits:
Sheila Upton Paul Lidbetter
Andrew Stewart Maurice O’Connor
John Shaw Theodora Ngosi Louise Ogden
Emanuelle Saussier Benoit Hudzia
Stephen Dawson