- Governance is mapped at the central and business function levels, and ownership has been well established
- Automation policies, guidelines, and processes are integrated within each business and execution understanding is well established
- An automation mindset and culture are trenched in all business functions, and there is a strong appreciation of adoption drivers
Maturity Category: Ownership and Governance
Has your organization setup a committee or governance structure to oversee Automation programs and initiatives?
A centralized governance structure exists to support enterprise-wide roll out
- A steering committee and governance structure with leadership representation from key business functions is in place
- The automation program is tracked and managed to guide direction, make decisions, and enforce policies
A centralized governance structure exists but is inadequate for enterprise-wide roll out
- Clearly defined accountability and ownership, such as a RACI (Responsible, Accountable, Consulted, and Informed) matrix,is yet to be defined for automation programs
- Standard operating procedures, guidelines, and policies for the governance of automation are not yet defined and documented
There is no formal governance structure for automation
- A formal governance structure with clearly defined roles and responsibilities is yet to be defined
- Automation governance is not aligned with the existing business governance structure