By Wim Van Grembergen
First-class e-book packed with articles with IT governance, necessary to deepen the idea that of governance
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Extra resources for Strategies for Information Technology Governance
Example text
Linking the IT Balanced Scorecard to the business objectives at a major Canadian financial group. In W. ), Strategies for Information Technology Governance. illustrated in other sections of this chapter, the maturity models and scorecards enable organisations to implement an IT Governance structure (Guldentops, 2003). The CobiT control objectives also can help to support IT Governance within an enterprise. , consist of establishing a help desk, registration of the customer queries, customer query escalation, monitoring of clearance, and trend analysis and reporting (ITGI, 2000).
IT GOVERNANCE DIAGNOSIS AND ASSESSMENT To implement and improve an IT Governance framework, organisations need to have a self-diagnosing tool to be able to assess IT Governance effectiveness and to identify opportunities for improvement (ITGI, 2001; Peterson, 2003). An easy to understand method to self-asses and benchmark the IT Governance performance is the use of maturity models. The basic principles of maturity models are already addressed in the section on strategic alignment. The IT Governance Institute (2001) recently developed a detailed IT Governance maturity model, which identifies six (from 0 to 5) levels of maturity, from ‘non-existent’ to ‘optimised’ (ITGI, 2001).
It is the CEO’s responsibility to ensure that the organisation is flexible and adaptive and that it is in the best position to capitalise on its information and knowledge to sense what is happening in the market. Executive responsibility for ROI strategy and management The Board is responsible for ensuring that IT delivers on the promise of related strategies through clear expectations and measurement. The Board must work with the CEO to define and monitor performance measures. It is also the Board’s responsibility to ensure that IT investments represent a balance of risk and benefit and that budgets are acceptable and reflect the overall organisation’s financial direction.