Tech Debt 2.0 Diagnostic Test

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Strategy & Governance

Executives consider technology and the IT department a vital asset and competitive advantage

IT strategy is closely aligned with overall company strategy

Stakeholders and IT are deeply collaborative each respecting the needs and capabilities of the other

Significant technology decision are often hurried and chasing trends or hype

Our company takes a strategic approach to legacy systems with a commitment to systematically retire and replace or maintain, modernize and migrate systems

Our company rarely retires legacy systems we just layer on new overlapping systems

Our company has clear tracking of IT performance on multiple dimensions

Our IT systems and organization strongly support corporate and market innovation

People & Resources

Our company rewards personnel who successfully retire or migrate systems

Our IT organization and job descriptions explicitly assign responsibility for managing and remediating technical debt

The accumulation of legacy systems often interferes with ability to recruit talented personnel for the IT team

Our IT team and reporting structure support both maintenance of legacy systems and innovation

Knowledge of legacy systems is often undocumented and relies on specific personnel

Our IT resources keep current on technology trends and actively pursue relevant training

Financial Management

We establish budgets for IT and manage costs to meet budget

We systematically review vendor contracts and manage vendor performance

Procurement and IT work closely together in purchasing IT products and services

Project budgets are largely a first come first serve or squeaky wheel gets the grease process

Our IT investments are clearly supportive of our corporate priorities and strategy

Service Planning & Architecture

We utilize an enterprise architecture to establish standards adoption and reuse

We apply agile development principles to IT services and development

We regularly use a quality assurance test environment to test and validate changes to our applications and systems

Our IT services and architecture help the whole business be agile and respond to changes in the market or our customer base

Our business processes feel ad hoc and chaotic

We faithfully use a version control system for applications and systems

We consistently use a centralized ticketing system to track IT issues and resolutions and conduct root cause analysis

Infrastructure & Operations

Our networks and server infrastructure meet our current and near-term needs

System downtime is very rare

We are often making do with outdated hardware

Incident and problem management is a very efficient and effective

Employees often complain of sluggish network, internet and application performance

Change management is often hampered by undocumented configurations

Security & Risk

We have conducted a formal IT cyber risk assessment

We have knowledgeable executive oversight and maintain internal organizational talent assigned to cyber security

We budget for and track security investments separate from overall IT spend

Our cyber risk program includes robust security awareness training

We have implemented security technologies to protect against third party risks

We can rapidly contain damages and mobilize a response team when a cyber incident occurs

We provide security metric reporting to our key stakeholders

Applications

Our company is highly dependent on custom (or customized) applications

Our key business applications are really showing their age

There are a lot of undocumented business processes embedded in our custom applications

It seems that more and more of our budget and personnel are consumed with maintaining applications

Our applications are robust and easy to modify in response to changing requirements

Data & Business Intelligence

Much of our data seems trapped in its own silo

We have strong data governance and quality control processes in place for data resources

Our business intelligence and analytics systems are well suited to our operational and planning needs

Data integration requires lots of manual intervention and cleaning by business users often using vlookup and matching in Excel

PPM & Projects

IT projects are managed with a consistent structured process

IT projects are nearly always completed on-time

IT projects consistently end up over-budget

IT projects consistently meet the business and technical objectives when completed

IT projects are prioritized in collaboration with stakeholders to ensure buy-in

Organizational change management is an important element of most IT projects