IT Coordinator （ITC））
Process Guideline Ver.1.1（Abridged Edition））
IT Coordinator (ITC) is a qualified professional who works as a bridge between
management and information technology. ITC understands business problems andopportunities in the context of the requirements, recommends solutions that enable
the corporation to achieve its goals, and promote IT investment to build an IT
environment that truly contributes to the corporate management.
【Mission of IT Coordinator】】
Support Management Innovation.
Bridge Management and IT.
Promote New IT innovation Strategy.

Corporate
Management

Information
Technology

IT Coordinator

Framework of Process Guideline

Concept of Process Guideline

IT Service Utilization

IT Implementation

IT Procurement

broken down into five phases; Corporate
Strategy, IT Strategy, IT Procurement, IT
implementation, and IT Service Utilization.

IT Strategy

Phased Guideline

Corporate Strategy

・Process & Project Management：：
Manage activities of each phase fromthe viewpoint of process management.
・Communication:
Manage taking consideration of “humanrelationship.”・Monitoring & Control:
Monitor & control activities andaccomplishments based on theassessment criteria.

Monitoring & Control ofaccomplishments

・ Process & Project Management
・ Communication
・ Monitoring & Control of activities

Common Guideline

Corporate Strategy Execution(NPO) IT Coordinators Association
Shibakoen Ridge Bldg.8F
1-8-21 Shibakoen, Minato-ku, Tokyo, 105-001, Japan
Tel: +81-3-5733-8380 Fax: +81-3-5733-8388
http://www.itc.or.jp
email: PGL2008@itc.or.jp
2009/11/17© IT Coordinators Association1

Common Guideline:

Process & Project Management

This PGL considers management as process and covers the concept of process management
to maintain, improve and innovate the process.
Process is a sequence of related business activities to achieve a strategic goal.
“Process Management” :① Maintain and operate processes in order to perform the corporate strategy, fulfilling its
objectives in the most appropriate manner.
② Innovate the process in the most appropriate and agile ways responding to theenvironmental changes surrounding the corporation.
“Project Management” :① Establish the best plan to perform the project, adopting proper methods and tools.
② Manage Scope, Cost, Schedule, Communication, Risk, and Quality.
③ Control project to achieve strategic goal by reporting to the stakeholders in a timely andappropriate manner.
【Balance corporate activities with the following 6C’s】】
Customer
Competitor
Company
Corporate Social Responsibility (CSR)
Core Competence of corporation
Competence of human resources〈Process Management〉〉
Vision, Mission,& Corporate Strategy

Core Business Process:Business Product,,Partner Service

Create own corporate value for customers
through goods & services including proposal of
unique value by own ability, plan, development,
design, production,and supply.

Goods,
Service

CustomerBusiness Support Process:・Promote activities effectively to deliver
goods & services.
・Improve white-collar and back-officeproductivity.

Info.

Info.

Info.

Info.

Maintenance, performance and management of process
PDCA

Understandstatus-quo

Analyze andevaluate
process

Improveprocess

PDCA

SPDLI

SPDLI
Process innovation:
new business opportunity,
new business domain and value creation*PDCA & SPDLI are referred at Page 4

2009/11/17© IT Coordinators Association

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Common Guideline: Communication

・Objective of communication:
Mutual trust is essential to establish preferable atmosphere to accomplish
objectives of each phase of IT processes. Mutual agreement should be pursued
based on this principle.
・Definition of communication:
ITC communication depends on a process of negotiation. There are various
communication models, which have developed from stimulus-response model,
needs compliance model, and then to interaction model through consensus-building
known as PRAM (Planning, Relation, Agreement and Maintenance ).
・Five factors for effective
communications:①self-concept②active listening③clear expression④emotion control⑤self-disclosure
・Independent decision making
from atmosphere:①hypothesis/verification approach②value premise③purposesiveness④preparation of alternatives⑤process-focused

Each dialogue

Dialogue Decision Process (DDP)(1) Check out each participant’s
standing position(2) Confirm key issue(3) Propose hypotheses mutually(recognition, definition, evaluation)(4) Clarify the issue throughexchange of views and negotiation(structure, factors, functions)(5) Develop creative perspective

Meta frame (PRAM)（１） General planning:① Clarify ITC objectives and goals② Prepare to understand objectives
and goals of the other party③ Estimate incomprehensive area
④ Estimate agreeable or not agreeable area
⑤ Study how to make incomprehensive
area understandable⑥ Work out agreeable solutions for disagreed
area

（2）
） Relation Planning:① Plan to develop relationship depending
on closeness② Foster feel of trust③ Develop personal relationship（3）） Agreement:① Confirm objectives and goals of the other party② Confirm incomprehensive area
③ Confirm agreeable or not agreeable area
④ Discuss and agree the process to makeincomprehensive area understandable⑤ Establish dialogue process to work out
agreeable solutions for disagreed area
⑥ Prepare other processes to cope with
unexpected circumstances（4） Maintenance of relationship:① Check and review agreement compliance② Maintain relationship for new development

Repeat of PRAM
2009/11/17© IT Coordinators Association

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Common Guideline: Monitoring & Control【Monitoring & Control in all ITC activities】】① Check the latest situation timely and compare with the established goal.
② When gaps are encountered, take proper countermeasures or prevention
measures and report to the stakeholders in order to make corrective actions.
③ Verify whether the goal itself has been properly reviewed.

【 Processes to be monitored & controlled ineach phase of ITC actions 】【プロセスチャート】
プロセスチャート
【Process chart】of monitoring &control】】

Corporate StrategyEg.） Congruent
with corporate
経営戦略
philosophy and values

Clarify the target
and raise awareness

IT Strategy
IT戦略策定IT戦略策定Eg.) Consistent with
ビジネス活動とその成果
Corporate Strategy

Grasp the situation

ビジネス活動とその成果

IT戦略と経営戦略の整合性

IT Procurement
Eg.）Adequate
vendor
IT資源調達IT資源調達selection
IT化活動とその成果

Plan

差異分析
※サンプリング、
Analyze the gap
パレート図等を活用
such as sampling
した分析 and Pareto chart

IT導入
IT導入
IT ImplementationEg.）ProgressofIT
implementation
IT化活動とその成果(quality, cost, delivery schedule)

Developcountermeasures
リスクに対するand preventive
measures
対応策・防止策のfor potential
risks unveiled 報告書
立案及び報告ReportITサービスITサービス活用
サービス活用ビジネス活動とその成果
IT Services Utilization
IT戦略と経営戦略の整合性

Eg.）Level of utilization andachievement of process innovation

Strategy【Double-loop Control】】

Innovation
S
活動を確実に機能させるため、リスクの変化を察知し適In order to fully function the PDCA cycle,（改革）時適切に対応し、モニタリング＆コントロールの仕組み
Double-loop Control is effective in properly
S
Innovation
そのものを見直す「ダブルループコントロール」が必要。
identifying and responding to risk changes,
Action（改善）PDCAサイクルを回すだけでなく、経営戦略に基づき抜本
Actand in reviewing mechanism of monitoring &I
的改革を行うためステイクホルダーの知を共有し学習す
control itself.
る組織の活動に基づくSPDLIサイクルを回す。

A

Not only PDCA cycle, but also SPDLI cycle iseffective in seeking a drastic innovation basedon the corporate strategy and learningorganization, sharing intelligence andknowledge with stakeholders.

12

2009/11/17

Check CＬＬ
Learning
Learning（学習）© IT Coordinators Association

Plan

P P P

D
D
D
Ｄｏ

4

Corporate management maturity／／IT utilization maturity■Corporate Management Maturity:①Corporate Management Maturity is a tool to evaluate practices of corporate management, and to rank thestatus of management at a specific stage, based on a certain standard generally accepted by experts
and public organizations.
② It aims to raise status of corporate management to higher rank by improving and innovating
immature portions or weaknesses.
③ It is essential to develop the corporate strategy to the most realistic and practical one
in order to meet with its management maturity level.
<Continuous excellent results produced through innovation>
Organizational objectives and ideal conditions for their attainment are shared throughout the organization and with
relevant external stakeholders. Operation "principles and rules" for the realization of customer value are established.
Self-sustaining, mutually reinforcing linkages are established on a permanent basis through dialogue, both internally andexternally. Continuous learning takes place to create and improve original value. As a consequence, most activity andoverall results surpass industry level standards and are considered best practice.

ＡＡＡ(900 -)ＡＡ+ (600-699)- (500-599)<Considerable value creation through organization-wide learning>
Organizational objectives and ideal conditions for their attainment are shared throughout the organization. Operating"principles and rules" for the realization of customer value are established. Self-sustaining, mutually reinforcing linkages
are established within the organization through dialogue, and organization-wide learning to make new discoveries andcreate original values are deployed. As a consequence, many activity and overall results are showing improvement
trends and have achieved highest levels of industry standards.

<Value creation based on strategic understanding and implementation>Ａ+ (800-899)- (700-799)

Organizational objectives and ideal conditions for their attainment are shared throughout the organization. The existing
gap with the present is recognized and addressed strategically. Active organization-wide dialogue and cooperative interdepartmental relationships are established; individual departmental goals are consistent with organizational goals..
Changes to customers or markets are dealt with on the principle of realizing customer value. Results of activities arestarting to lead to the development of new approaches. As a consequence, activity and overall results show improvement
trends and have surpassed those of same level competition.

Maturity
Level<Innovation emerging from improvement based on conventional schemes>Ｂ+ (400-499)- (300-399)

Organizational objectives and ideal conditions for their attainment are identified, leading to improvement based onrecognition of the existing gap with the present. Increasing importance is placed on organization-wide dialogue, withcooperative relationships between departments and across activities developing towards the realization of organizational
objectives. As a consequence, activity and overall results are starting to show improvement trends.

<Improvement based on conventional schemes>Ｃ+ (200-299)- (100-199)

Adopted approaches remain general because organizational objectives and ideal conditions for their attainment are
unclear. Improvement is mostly based on conventional schemes or one-off activities. As a consequence, activity andoverall results are not improving as expected.

<No evidence of efforts towards improvement>Ｄ(0 - 99)

Ideal conditions for an organization are not identified, and the focus is on maintaining the status quo. Improvement
cannot take place because of the lack of perspectives and ideas for innovation. Activity and overall results show no
improvement trends and are clearly at a low standard.
Source: Japan Quality Award (JQA)■IT Utilization Maturity:
Serious consideration should be made so that the level and magnitude of IT implementation be matched with current IT
maturity level. Various restraint factors such as company scale, industrial category and type of business should be taken
into account as well.
IT Maturity Level = IT Governance x IT Literacy x IT Environment x IT Service Utilization① IT Governance: Whether utilization of IT is derived from clear objective backed by standardized
business process and the mechanism of monitoring and control is in place?
② IT Literacy: Whether there is thoroughness of IT utilization and well-trained PC operation by all users?
③ IT Environment: Whether IT resources are adequately allocated, and IT service level is properly
maintained?
④IT Service Utilization: To what extent the goal of corporate strategy has been fulfilled by applying IT
services?

Level-5：： Optimized

Maturity
Level

Level-4：： Managed
Level-3：：Defined
Level-2：： Repeatable
Level-1：： Initial
Level-0：： Non-Existent
2009/11/17

Reference： COBIT4 by ITGI

© IT Coordinators Association

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The Principles in the Common Guideline
Several principles are defined in each phase of the Common Guideline. To perform
Process & Project Management, Communication and Monitoring & Control properly, it isrecommended to observe these principles. Following is the list of principles with somereferences. (Cf. The principles of the phased guideline are listed in Page 12.)

Principle

Reference〈 Process & Project Management 〉
1. Principle of congruence

Keep congruence among business environment, corporate strategy,
and major management subjects.

2. Principle of pragmaticbalance

Maintain the balance among scope, schedule, cost, risk, and quality
in process and project management to eliminate discrepancy.

3. Principle of capableorganization

Establish organization by recruiting human resources necessary forthe process and project from inside and outside of the corporation.

4. Principle of visualizationand control

Control process and project to achieve the objective sharing
common recognition by means of visualization of the current
operational status.

〈 Communication 〉
5. Principle of effective
communication skills

Have smooth communications among persons involved pursuingfurther improvement of communication skills of ITC.

6. Principle of communicationstyle

Apply the best approach and style understanding surrounding
environment, situation, and human type & style of the other party

7. Principle of communication
modelsUnderstand mutual knowledge, information, recognition and ability,
and utilize the best communication model corresponding to thesituation.

8. Principle of group decision
making and leadership

Prevent easy decision making influenced by prevailing mood of themeeting by understanding human mental tendency.

9. Principle of leadership style

Adapt leadership style to the level of persons or group, and thus
develop solution process.

〈 Monitoring & Control 〉
10. Principle ofpurposesivenss

All activities of the corporation should be related to and consistent
with the objective.

11. Principle of effective useof methodology

Mechanism of monitoring and control and the derived result should
be useful and effective for the corporation.

12. Principle of stakeholders’endorsement

Mechanism of monitoring and control and the derived result should
be endorsed by the stakeholders.

13. Principle of adaptability tochanges

Adapt promptly to business environment changes and relevant
regulations.

14．
．Principle of truth

The truth of monitored events should be verified by appropriate data
or information.

15．
．Principle of fairness andneutrality

Monitoring and control should be performed from fair and neutral
standpoint.

2009/11/17© IT Coordinators Association

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Phased Guideline:

Corporate Strategy Phase （ I ）Process Chart

Activities
3-1. 【Corp. philosophy & mission】】
Confirm top management vision directly.

External
environment info.

3-1.
Corporatephilosophy &missionInternal
environment info.

3-2.
Collection ofExt. environ. info.

Corp. philosophy &mission and top
management vision

3-3.
Collection ofInt. environ. info

Charactristics ofcustomer & market;
market position

Corp. culture, organization,
resources, maturity level

Performance of Corporate Strategy

3-4. Analysis of environment,
Establish ‘To-be model’Strength & weakness, core competence,
CSF, corp. vision, business model andbusiness issue3-5. Risk assessment
Ll
List of assumed
management risk
3-6. Establishment of
Corp. Strategy

Corp. Strategy Plan

ＩＴ domain
strategic issue3-7. Development of
Corp. Strategy
Action plan ofeach Division Strategy

ＩＴ domain
strategic issue

Corp. Strategy execution process

3-8. Execution of Corp. Strategy（Process innovation））

Process innovation action plan
Process innovation assess. report

3-3. 【Collection of internal
environment information】】①Collect information about top
management and organization(Corp. governance and maturity, etc.)②Collect info. about management
resources3-4. 【Analysis of management
environment and establishmentof ‘To-be model’】】①Check collected info. & data
②Analyze management environment:
Strength & weakness, and corecompetence③Clarify business issue, and define CSF④Check the consistency of to-be modelwith corporate philosophy & mission*
1

3-2. 【Collection of external
environment information】】① Define external environmental area
② Collect customer and market
information③ Collect other information; eg. legal,industrial, regional, IT-related informationetc.

ＩＴ domain
strategic issue

To Corp. Strategy phase3-5. 【Risk assessment】】①Prevent management risk,
and crisis management②Analyze risks and consider proper
measures③Minimize loss or damage
3-6. 【Establishment ofCorporate Strategy】】①Formulate management vision,business model, CSF②Formulate scenario for success;
5W1H + Whose, Whom, Which, Howmuch, How often③Clarify role & responsibility
3-7. 【Development of Corp. Strategy】】①Establish strategic target (KGI, KPI)
②Check consistency of management
index with KGI③Review the above in each organization
layer.
3-8. 【Execution of Corp. Strategy】】①Clarify process innovation issue②Formulate business process model③Execute process innovation④Review using Double Loop control*It is assumed that Corp. Strategy execution process which is shown in the above dashed box has been alreadyexistent.”

2009/11/17© IT Coordinators Association

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Phased Guideline:

IT Strategy Phase （II））

Process Chart

Activities

Corp. Strategy Plan
Div. Strategy Action Plan

Performance of Corporate Strategy

Ext. environment info.

Int. environment info.

3-3. ＩＴ domain
Ex. Environment
analysis3-2. ＩＴ domain
Int. environment
analysis

ＩＴ trend,
Best practice,
RFI, Laws

Business process,Internal rules

3-4. Target business
Process model

To-be models of new
business process &IT environment

3-5. Establishment of
IT Strategy

ＩＴ Strategy Plan
（Target objective, New businessimage, New IT environment

3-6. IT Strategy development（Realization of short-term plan））

IT Strategy Action Plan
（Business process innovation, IT
service, Security & Risk,
Monitoring & Control, IT
procurement & implementation

3-2. 【IT domain internal environment.
analysis】】
・Confirm IT maturity, restrictions,& premises, then extract issues.
・Confirm business process, IT
environment, & internal restrictions.
3-3. 【ＩＴ domain external environment
analysis】】
Survey related business, best practice,& IT trend, etc.
Analyze latest cases & results
Confirm external restrictions

3-4. 【Target of business processmodel】】
Establish business process model
realized by IT.
Segment to-be business process andsupporting IT environment.
・Target business process・Target IT environment
3-5. 【Establishment of IT Strategy】】
Make gap analysis of target businessmodel and present result.
Establish IT strategy to fill the gap.
・Gap analysis
・IT Strategy

3-6. 【Development of IT Strategy】】
Establish short-term plan based on IT
Strategy Plan・Innovation policy on business process
・IT service policy
・Security & Risk management policy・Monitoring & Control policy・IT procurement & implementation
policyTo IT procurement phase2009/11/17© IT Coordinators Association

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Phased Guideline:

IT Procurement Phase （III））

Process Chart

Activities

ＩＴ Strategy action plan
External information（External best practice,standardization)

Internal information（Business flow, manuals)

3-2. ＩＴ procurement plan

Performance of Corporate Strategy

・Procurement requirements
・Evaluation criteria for
proposal

3-2. 【ＩＴ procurement plan】】
Analyze related information and decide
procurement policy, prior to issuing RFP.
①External & internal information
related to procurement②Procurement conditions③How to execute procurement method④Evaluation criteria, andbuyer’s estimate of procurement

3-3. 【Issue of RFP】】
Make RFP based on IT Procurement
Plan, finalize vendors list and issue RFP.

3-3. Issue of RFP

ＲＦＰ（Vendor side）
Preparation of proposal（Evaluation criteria for
proposal）

Response to RFP

3-4. Selection of vendor,
and contract（including assessmentand negotiation））
Contract（including SLA)

3-5.
Establishment of
ＩＴ Implementation plan

3-4. 【Selection of vendor andcontract】】
Evaluate vendors’ response to RFP and
select contractor.
①Accept and evaluate vendor
proposals②Select the vendor③Negotiate the contract④Conclude the contract

3-5. 【Establishment of IT
Implementation】】
Review procurement requirement, andfinalize IT Implementation Plan.

ＩＴ Implementation Plan

To IT Implementation phase2009/11/17© IT Coordinators Association

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Phased Guideline:

IT Implementation Phase （IV））

Process Chart

Activities

ＩＴ Implementation Plan

3-2. 【ＩＴ Implementation action plan】】
Break down tasks according to the IT
Implementation Plan, and make action
plan to define divisions in charge, roles &responsibilities, and due dates, etc.
①Decide detailed implementation method②Decide detailed implementation
schedule, and sharing of roles③Make IT Implementation ManagementPlan

3-2. Establishment of
ＩＴ Implementation
Action Plan

3-3. 【Breakdown of new business process
and preparation of business transformation】
transformation】
Clarify business requirement based on the
new business process, preparing business
transition plan to the new system.
①New business process②External specification③Transition plan for the new business

ＩＴ Implementation
Action Plan
Performance of Corporate Strategy

3-3. Breakdown of New
Business Process andpreparation of transition

・Definition ofBusiness Process・Business Transition Plan

3-6. Documentation,
Education andTraining

3-5. Integration Test,and preparation
for transition

3-4. ＩＴ
Implementationand Management

Business manuals
System operation
manuals, Education
and Training course
manuals・Integration Test Plan
・System Transition
Plan

Specifications,
New IT environment,
IT Implementation
Monitoring report

3-7. Performance ofIntegration Test andTransition to IT
Service Utilization
・Integration Test Report・ＩＴ Implementation
Assessment Report・Transition Report

To ＩＴ Service Utilization phase2009/11/17© IT Coordinators Association

3-4. 【ＩＴ Implementation & Management】
Management】
Make an action plan based on manageable
detailed tasks decided in IT Procurement
phase, execute IT Implementation Plan,considering due process control and risk
management.
①ＩＴ Implementation based on detailedtasks.
②ＩＴ Implementation management
3-5. 【Integration Test, and System
Transition Plan】】
The related business division having
process Innovation program and IT
implementation project team make thetest plan jointly and prepare transition
plan from legacy to new systems including
data transfer.
①Integration Test
②System Transition Plan
3-6. 【Documentation, Education &Training】①Business process manual, System
operation manual②Education and Training Plan, andcourse materials③Provision of education and Training
3-7. 【 Integration Test Execution andTransition to IT Service Utilization】】
Execute integrated test based on the test
plan. Validate start of IT Service Utilizationaccording to the test result, then starttransition.
①Integration Test
②Judgment for IT Service Utilization③System transition

10

Phased Guideline:

IT Service Utilization Phase （V））

Process Chart

Activities

・Completed IT environment
・Base SLA (as of contract)
・Definition of new businessprocess
・Operation manual

3-1. 【Introduction of SLM mechanism】】①Service level assessment index②Timing & method of capturingservice level assessment index③SLM practices

3-1. Introductionof SLMmechanism

3-2. 【IT Service Utilization】
Utilization】
Perform business process improvement
utilizing IT services based on newly definedbusiness process and business manual in
IT Implementation phase.

Detailed SLA
Performance of Corporate Strategy

3-2.
IT Service
Utilization
IT Service
Utilization
Report3-4 Implementationof SLM

3-3. Provisionof IT Services

・Service levelevaluation report・Service level
improvement report

IT Service
Provision Report

3-5. IT Strategy
Achievement
Assessment
IT Strategy
Achievement
Assessment
Report

3-6. Regular
evaluation of TCO

3-3. 【Provision of IT Services】】①As business operation:
Daily operation, Trouble response,
Operation support (Help desk)②As system management operation:
Operation management,
Cost management,
Security management,
Vendor management,
Capacity management

3-4. 【Implementation of SLM】】
①Service level assessment index②Service level assessment③Service level improvement④Requirement and managementof Service alteration
3-5. 【IT Strategy Achievement
Assessment】】①IT Strategy Achievement
Assessment Index②Assessment of IT Strategy
Achievement

TCO Evaluation Report

3-7. Continued
improvement of IT
environment andbusiness process
・Proposal for IT
Environment
Improvement
・Proposal of Businessprocess improvement

3-6. 【Ｒｅｇｕｌａｒ evaluation of TCO】】
Evaluate cost per performance, clarifying
issues and roles of IT management.

3-7. 【Continued improvement of IT
environment and business process】】①Proposal of improvementof IT Service Division②Proposal of improvementof Business Division

Dotted box: Corporate level evaluation should be
performed to determine the next actions.

2009/11/17© IT Coordinators Association

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The principles in the Phased Guideline
There are several principles in each phase of the Process Guideline. In promoting each phase, it is recommended to observe theseprinciples. Following is the list of principles with some references. (Cf. The principles of common guideline are listed in Page 6.)

Principle

Reference〈 Corporate Strategy Phase 〉
16. Principle of creation of customer value

Create customer value responding to market & customer needs & wants.

17. Principle of consistency with corporate
philosophy

Establish mid-and-long term corporate strategies consisting with business vision
basedon the corporate philosophy and mission.

18. Principle of CSR and going concern

Recognize going concern and social value of the corporation, increasing value forstakeholders.

19. Principle of core competence
and total competence

Maintain core competence to provide unique value for customers, and achieve
total competence with high maturity level

20. Principle of maturity level ofmanagement

Maturity of each corporation varies; assess corporate maturity and establish thestrategy optimized to its maturity level.

21. Principle of knowing share and growth

Promote management based on sharing and utilizing the knowing, enhance humanand organizational skills, and encourage the growth by innovating management.

22. Principle of best distribution of
resources.

Optimize internal resource allocation and utilize external resources to adapt tochanges of business environment.

23. Principle of management based on
strategies and facts.

Make business judgment based on strategies and facts, and promote information
management and process innovation to adapt to environment changes.

24. Principle of continuous improvement
and innovation

Perform business process innovation and continuous improvement to adapt tocorporate strategy changes, and continuously monitor those activities.

25. Principle of profitability

Perform appropriate financial management for long-term growth considering funding& profitability of corporation.

〈 IT Strategy, IT Procurement, IT Implementation, and IT Service Utilization Phase 〉
26. Principle of consistency with corporate
strategy

Pursue consistency with corporate strategy in each phase of IT utilization.

27. Principle of harmonization of human and IT
domain.

Pursue harmonious cooperation between human operation and IT service.

28. Principle of concurrent process innovation

Promote business process innovation with collaboration between the IT project andbusiness divisions.

29. Principle of IT maturity level

Pursue proper implementation of IT services according to IT maturity level.

30. Principle of corporate management
responsibility

Top management should take leadership of process innovation by IT service
utilization.

31. Principle of clear role of stakeholders

Clarify role and responsibility of each project member.

32. Principle of proper action to businessenvironment change and technology trend

Take a proper countermeasure corresponding to changes of external environment,internal circumstances and IT trend.

33. Principle of security and risk management

Manage properly risk control based on the security policy.

34. Principle of investment vs. effectiveness

Perform IT investment by proper assessment of ROI (Return of Investment).

〈 ＩＴ Procurement Phase 〉
35. Principle of optimized IT procurement

Evaluate life time, efficiency, effectiveness, easiness of migration and realization,and risk of existing and new technology as well as current IT status.

36. Principle of neutrality

Take neutral stance, and secure fairness, openness, and transparency of
procurement process.

37. Principle of selection by evaluation
criteria

Perform evaluation and selection in procurement process according topredetermined evaluation criteria.

〈 ＩＴ Implementation Phase 〉
38. Principle of collaborative creation bystakeholders

Create IT environment and new business process to be implemented collaboratively
by stakeholders.

39. Principle of contract fulfillment

Firmly fulfill the contract between the vendor and the procuring company.

〈 IＴ
Ｔ Service Utilization Phase 〉
40. Principle of completion of IT project.

Complete the project so that the business process innovation is actually
implemented.

41. Principle of achievement of IT strategy goalby IT service utilization

Achieve IT strategy goal of the related business division having process innovation
program by utilizing implemented IT service.

42. Principle of continuous improvement andinnovation by IT utilization

Continue improvement and innovation by collaboration of IT service division andbusiness division.

2009/11/17© IT Coordinators Association

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