Information technology (IT) is at the core of digitisation of existing business models and dominates in the innovation efforts of many industries. IT has until now in many ways been regarded as exempted from the structuration and automation represented by IT. The IT4IT framework released by The Open Group in October 2015 suggests to a major change. IT has to be governed and structured along defined processes of value chains, life-cycles, service propositions, customer interaction and cost control as any other area of the organization. The purpose of this paper is to review IT4IT as a practical implementation of a Management of Technology framework and to review its perspectives and implications to the MoT society as well as the contributions it has to IT professionals, innovators and MoT practitioners. Methodologically this paper is based on an extensive case study of a large IT service provider. The IT service provider used the framework, along with other frameworks, to introduce larger degree of homogeneity of its own service “catalogues”, improved processes for navigating in the heterogeneity of its customers, and to ensure uniform processes of performance management and reporting. Methodologically this paper has been challenged by the novelty of the topic of IT4IT as only very little peer reviewed materials is available
The three-year IT roadmap has long been a hallmark of IT planning, but it's outlived its usefulness. Here's how to keep up with the speed of tech innovations.
From telling everyone they're your customer to establishing a cloud strategy, these "industry best practices" are sure to sink your chances of IT success.
This thesis provides a framework of 25 information technology management controls to improve clinical IT systems implementation in hospitals. The research has identified external and internal risks associated with the implementation of clinical information systems and how hospitals can effectively manage those risks through mature IT governance practices.
Martha Heller: In order to know where the money goes, and to improve IT ROI, CFOs need more than committees and meetings. They need to get those committees to execute. Hereâ€™s how.
If you're a general manager or CFO, do you feel you're spending too much on IT or wishing you could get better returns from your IT investments? If so, it's time to examine what's behind this IT-as-cost mind-set. In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mind-set stems from IT leaders' inability to communicate about the business value they create-so CIOs get stuck discussing budgets rather than their contributions to the organization. The authors show how to communicate about these forms of value with non-IT leaders-so they understand how your firm is benefiting and see IT as the strategic powerhouse it truly is.
Digitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors. In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to: -Define your firm's operating model-how IT can help you do business -Revamp your IT funding model to support your operating model -Build a digitized platform of business processes, IT systems, and data to execute on the model -Determine IT decision rights -Extract more business value from your IT assets Packed with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights.
Enterprise governance of information technology is a relatively new concept that is gaining traction in both the academic and practitioner worlds. Going well beyond the implementation of a superior IT infrastructure, â€œEnterprise Governance of Information Technologyâ€ is about defining and embedding processes and structures throughout the organizations that enable both business and IT people to execute their responsibilities, while maximizing the value created from their IT-enabled investments. At the forefront of the field, the authors draw from years of research and advising corporate clients to present the first comprehensive resource on the topic. Featuring numerous case examples from companies around the world, the book integrates theoretical advances and empirical data with practical application, including in-depth discussion of such frameworks as COBIT and VALIT, which are used to measure and audit the value of IT investments and ensuring regulatory compliance. A variety of elements, including executive summaries and sidebars, extensive references, and questions and activities (with additional materials available on-line) ensure that the book will be an essential resource for professionals, researchers, and students alike.
Successful IT value realisation is a cloudy subject. This in part contributes to the overall dissatisfaction many organisations have with IT. This book tackles the subject of IT value realisation head on. Most importantly it provides a model to help CIOs and business leaders maximize the return on their IT investment. This book is based on the author's IT Value Stack methodology, which helps business leaders take control of their IT investment. Boardroom-bound CIOs will also find this book of value. As will those that advise on strategic business-IT matters. The model is corroborated with input from influential people working within the world's most successful end-user, business advisory and technology organisations. This book covers: The IT Value Stack Model; Business-IT strategy entwinement; Process-IT entwinement; User-technologist entwinement; Technology management; IT service management; Circulation management; Value management; and, valuable input from influential contributors from the end-user, technology and advisory communities.
Called 'part entertaining novel and part enlightening textbook' by reviewers, FruITion is about Ian the CIO. How will Ian as the CIO react when the management team explores a very different relationship with IT? The strategy that emerges has major implications for the CIO and everyone in the IT department. The book is followed up with two other books, RecrEAtion and DefrICtion. Chris Potts has developed a unique approach to enterprise architecture and portfolio management, called Enterprise Investment.
The Information Technology Assurance Framework (ITAFTM) is a comprehensive and good-practice-setting model that: Provides guidance on the design, conduct and reporting of IT audit and assurance assignments; Defines terms and concepts specific to IT assurance; Establishes standards that address IT audit and assurance professional roles and responsibilities, knowledge and skills, and diligence, conduct and reporting requirements. ITAF is focused on ISACA material as well as content and guidance developed by the IT Governance Institute (ITGI TM) and other organisations, and, as such, provides a single source through which IT audit and assurance professionals can seek guidance, research policies and procedures, obtain audit and assurance programmes, and develop effective reports. While ITAF incorporates existing ISACA Standards and guidance, it has been designed to be a living document. As new guidance is developed and issued, it will be indexed within the framework and made available to ISACA members. To date, current ISACA guidance has been mapped to the framework.
Raf Cammarano: The word 'governance' is getting a pretty bad reputation as bureaucratic red tape getting in the way of people trying to 'do stuff'. It's seen as a barrier to innovation. I take the opposite view. I think that governance promotes innovation. In fact, its essential to innovation.
Serge Thorn: Finally IT Governance will be recognised as a standard. We already had a series of ISO standards for various IT Governance domains such as IT Service Management ISO 20000, Security Management ISO 27001, and Quality ISO 9000, but recently the international organization recognized that a new standard would be well accepted. It will be named ISO 38500 which will cover Corporate Governance of information technology. This standard was originally defined as an Australian standard AS8015, which by the way was the only alternative available.
IBM RedBook by Lynn Mueller, Matthew Magee, Petr Marounek and Andrew Phillipson. Information technology (IT) governance has assumed a prevalent spot in technical and management publications. When academics and practitioners alike pose such questions as "Does IT matter?", those of us in the IT field cannot help but to sit up and take notice. We must manage with a focus on articulating the value of IT investments so that the CEO understands what a dollar spent on technology yields in real earnings impact. We must also focus on helping the CIO feel comfortable with balanced risk exposure. The development of a management system that ensures IT can consistently deliver on these objectives is what IT governance is all about. Guidance in building this type of solution is what this IBM Redbooks publication is about. It explores key concepts that underpin the successful development of your IT governance solution. This book explains the following concepts: The right amount of flexibility to yield more effective results; Approaches to measuring the value of IT's contribution to the business; The linkage between systematic reduction of variance in reducing project risk; and the role of automation in providing executives the information necessary to adjust to changes on projects. These lessons are codified in the IBM IT Governance Approach, which you instantiate within your organization. By applying this approach with the guiding principles and automating with technology, you will yield a governance solution that is adopted and viewed as an enabler to your teams. Most importantly it will ensure that IT delivers its mission to add measurable business value and reduce risk to the business.
If you are a CIO, or intend to become a CIO, or simply want to understand the strategic importance of IT for your entire enterprise, CIO Best Practices provides you with the best practice guidance on the key responsibilities of the CIO and its important role in modern organizations. This is the most definitive and important work you will find on achieving and exercising strategic IT leadership.
IT is no longer an enabler of corporate strategy, it is now the key element of corporate strategy. Governance of the Extended Enterprise explores how some of the world's most successful enterprises have integrated information technology with business strategies, culture, and ethics to optimize information value, attain business objectives, and capitalize on technologies in highly competitive environments. Providing a process for change and a governance model, Governance of the Extended Enterprise encompasses the latest emerging practices from major information and knowledge businesses, providing a major new knowledge resource for enterprises. It also opens up new avenues of practice in strategy setting, enterprise management, control assessment, and risk management. From sales-force automation to workgroup collaboration, forms processing to knowledge management systems, customer service to technical support, Governance of the Extended Enterprise will help readers improve IT governance in all facets of their organization.
Organizations are struggling for greater return on their multibillion-dollar technology and project-related investments. Individual projects may be useful, but when examined collectively, they often work at cross-purposes, duplicate each other's efforts, or aim for obsolescing business objectives. And all are competing for scarce resources. In today's earnings-driven business environment, companies must look to their portfolios to better deliver on objectives and propel the organization forward. Based on their experience with a variety of companies, authors Cathleen Benko and distinguished professor F. Warren McFarlan have developed an alignment approach that better connects an organization's project portfolio to its corporate objectives in a manner responsive to today's unpredictable environment. Connecting the Dots provides a scalable framework and practical tools for better aligning a company's: (1) project portfolio with its objectives; (2) individual projects with each other; and (3) portfolio and objectives with the volatile environment. Better-aligned companies enhance business/technology performance by increasing shareholder value and confidence and improving the portfolio's return on investment. This in-the-trenches guidebook helps companies capture this latent value while building a more adaptive organization.
At last, here is a book that brings IT's relationship with business to life, and enables you to implement strategy rather than develop it. Richard Wyatt-Haines helps you see the true potential of IT in delivering the growth and success to which you aspire. Whilst you may have seen the chapter headings before, you won't have seen the topics approached in a manner that helps you understand the what, the why and the how, and then shows you what you have to do on the ground to deliver impact and success.
CIOs and IT managers will improve their organization's performance with this look at security management and the security-based COBIT. Informed by common ISO quality and security standards, ITIL, the Common Scoreboard, and COBIT, the accepted standard for good IT security and control practices, this reference provides a succinct framework for IT management.
IBM Systems Journal, Volume 46, Number 3, 2007 is about IBM Service Management. As the role and significance of services continue to grow in the global economy, effective systems and methodologies for their management supply a critical competitive advantage for service providers. IBM Service Management provides a structured approach for delivering value, managing risk, and performing data governance functions. This issue contains 15 papers describing IBM Service Management, including its architecture and platforms and how it relates to and extends current trends in ITSM (information technology service management).
From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as the Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company's entire IT budget; methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection; the IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results, etc.
Seventy percent of all IT projects fail - and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around. In this book, IT experts Peter D. Weill and Jeanne W. Ross argue that the real reason IT fails to deliver value is that companies have no formal system in place for guiding and monitoring IT decisions. Their research shows that firms with explicit IT governance systems have twice the profit of firms with poor governance, given the same strategic objectives. Just as corporate governance systems aim to ensure quality decisions about corporate assets, the authors show, companies need IT governance systems to ensure that IT investments are made wisely and effectively.
Strategic IT Portfolio Management delivers a solution to the IT dilemma that has evolved over the past 40 years - namely, how do we get the most value from our IT investment? Author Jeff Kaplan, a lead partner in the Strategic IT Management Practice at consulting firm PRTM, puts nearly two decades of expertise to work exploring and identifying the knowledge, techniques, and strategies needed to maximize technology investments and achieve long-term business transformation for all types of organizations. Written for executives from all disciplines, the book highlights many of the root causes of the IT value dilemma and explains how executives can prevent and counter these issues. Readers will learn the portfolio management methods essential to achieving value. The book provides executives with the tools to: - Illuminate, assess, and improve existing practices - Design a governance structure and allocate appropriate decision rights - Ensure centralized control with decentralized execution - Increase collaboration between business-unit and IT leadership - Instill a culture of continuous improvement and innovation Executives, board members, policymakers, analysts, and the media all want to know: are companies spending too much on information technology (IT)? But the question they should ask is whether organizations are seeing sufficient value from their IT investment - the value that comes from effectively managing technology as part of overall business transformation. Many organizations don't know how to move from managing technology to managing overall business transformation. Large-scale transformation efforts often go awry because the business leadership team and IT project teams are out of sync. In most of these cases, the organization lacks a governance method that fuses strategic management of the business, the technology, and the projects. Portfolio management is the governance method that's needed. Strategic IT Portfolio Management describes the portfolio management governance method necessary for transformation success. This book highlights many of the root causes for the IT dilemma and explains how executives can prevent and counter these issues. Readers gain an inside look at how portfolio management can instill a culture of continuous improvement and innovation within the organization.
As information technology becomes increasingly essential within organizations, the reputation and role of the CIO has been diminishing. To regain credibility and avoid obscurity, CIOs must take on a larger, more strategic role. Here is a blueprint for doing exactly that. This book shows how CIOs can bridge the gap between IT and the rest of the organization and finally make IT a strategic advantage rather than a cost sink.
Interesting research briefing by CISR Director Peter Weill. Seems handy!
The governance landscape: Steering and measuring development organizations to align with business strategy
Maria Ericsson, IBM Rational Services, 15 Feb 2007. From The Rational Edge: Are you seeking a clear explanation of organizational governance? This paper describes different levels of governance and how they affect critical management concerns such as productivity and risk. It also explores the link between good governance and the ability of software development organizations to align their processes with business strategy.
Abstract: Some systems have some but not all properties of systems of systems (SoS). We refer to these as SoS-like systems. This report reviews the fundamental process and project-management problems of large-scale SoS-like programs and outlines steps to address these problems. The report has eight sections. Section 1 summarizes current thinking on the nature of future complex systems, and Section 2 discusses the systems-design problems of the future, particularly the partitioning of massive systems into system-of-systems structures. Section 3 points out how large-scale systems development efforts have typically failed because of project-management and not technical problems, and that the solutions to these problems are known and highly effective, but not widely practiced. It explains why, if the project-management problems of the past are not promptly and effectively addressed, large-scale systems development programs will likely be unmanageable. Section 4 discusses the requirements for a scalable process, and Section 5 both reviews and explains the quality-management principles upon which any scalable process must rest. Section 6 reviews the nature of the project-management problems currently faced by large-scale software-intensive system development efforts and explains why attempts to scale up current methods to very large-scale systems work will almost certainly fail. Section 7 describes process strategies for supporting development of a network-like system of systems and it outlines the process and project-management topics needing further research and development. Finally, Section 8 reviews the process considerations for supporting the very large-scale integrated development programs of the future. The report concludes that, unless steps like those outlined in this report are taken in conjunction with continuing technical research and development, the large-scale systems development efforts of the future will almost certainly fail, and often catastrophically.
CMDB canâ€™t be done. Not as ITIL defines it. At least not with a justifiable return on the investment of doing it - it is such an enormous undertaking that any organisation attempting it is going to burn money on an irresponsible scale. The truth about CMDB is no secret. It is a â€œdead elephantâ€: a great putrescence in the corner of the room that everyone studiously ignores, stepping around it and ignoring the stench, because life will be so much simpler if they do not acknowledge the obvious.
so many of us in process methodologies and operations delivery tend to be anal obsessives. Lighten up and stop trying to find one repository to rule them all. Let our data be untidy. Let go of that old â€œeverything has to be complete and correctâ€ mindset. Live without CMDB.
Maintaining an organized, clean data infrastructure is important for compliance, management costs and the agility to meet changing demands and make decisions quickly. Examine your processes to decide how you can free up resources to do more valued work.
Proceedings of the 38th Annual Hawaii International Conference on System Sciences (HICSS'05). Over the past decades, large organisations have developed increasingly complex portfolios of information systems to support business processes. Maintenance and leveraging of these so-called system complexes have become a major challenge to many executive boards. The challenge is even bigger for organisations that are the result of mergers. The question arises whether, from both an operational and a strategic perspective, it would be feasible to migrate to a single (new) system complex. In this paper, we describe the 'picture approach', a method for analysing, redesigning and combining system complexes in information-intensive organisations. The method was applied successfully in three cases (insurance companies), all operating multiple system complexes. The method consists of mapping an organisation's information systems and showing their roles in the business processes. The picture approach is evaluated in three ways, one of which is a comparison with design principles for process modelling in Enterprise Application Integration.
Excellent reading list from Charles Betz
Chief Information Officers: Responsibilities and Information and Technology Governance at Leading Private-Sector Companies
Report to Congressional Requesters. September 2005. United States General Accountability Office, GAO.
Do you really know the impact and cost of application changes in your enterprise environment? Column by Michael Jennings published in DM Review Magazine, October 2005 Issue.
Companies that rely on IT governance systems alone will come up short. Eric Monnoyer and Paul Willmott. The McKinsey Quarterly, Web exclusive, August 2005
Terms such as grid, on-demand, and service-oriented architecture are mired in confusion, but there is an overarching trend behind them all. ACM Queue vol. 3, no. 6 - July/August 2005 by Ian Foster, Argonne National Laboratory and University of Chicago, Steven Tuecke, Univa
Graziadio Business Report by Mark W. S. Chun, PhD: IT governance is an escalating issue for firms struggling with how to leverage IT to provide a competitive advantage for companies.
Research note from Peter Weill and Jeanne W Ross, MIT Sloan School of Management.
Bringing Relevance Back to IT: This website is dedicated to the new realm of IT: the smart, rational and cost-efficient use of information technology resources to achieve a company's business objectives.
You've invested heavily in technology, but where is the payoff? This excerpt from IT Governance, a new book published by HBS Press, distills keys to creating greater value from IT. HBS Working Knowledge. July 5, 2004
Portfolio management provides a new way of looking at IT budget control, and along the way helps manage expectations across the organization.
Webinar with Dr. Jeanne Ross, Principal Research Scientist, Center for Information Systems Research (CISR), MIT Sloan School of Management.
Jeanne Ross and Peter Weill, 12/07/2004. MIT research has found that good IT governance leads to better return on assets for companies. But what makes for good governance? Here are the ingredients.
Column by Clive Finkelstein published in DMReview.com, December 1, 2004
"IT Governance applies corporate governance concepts to help place your company in compliance with UK's Turnbull Combined Code."