Summary
Summary IT governance
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Deze samenvatting geschreven in omvat alle lessen van IT governance met uitgebreide, zeer volledige notities.
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IT governanceInhoudsopgave IT governance
1. Introduction and context ............................................................................................................................ 3
2. Role & Value of IT ....................................................................................................................................... 9
2.1 Competitive forces (Porter) ......................................................................................................................... 10
2.2 Value chain (Porter)..................................................................................................................................... 11
2.3 Role of IT: innovation – reliability (Nolan/McFarlan) .................................................................................. 12
2.4 assignment 1: role of IT ............................................................................................................................... 12
3. Business and IT strategy/ Alignment ......................................................................................................... 13
3.1 Business/IT Alignment ................................................................................................................................. 13
3.2 measuring business/IT alignmment ............................................................................................................ 16
3.2.1 project alignment ................................................................................................................................. 16
3.2.2 organizational alignment ...................................................................................................................... 18
3.2.2 organizational alignment – model 1: maturity model .......................................................................... 18
3.2.2 organizational alignment – model 2: SAM approach............................................................................ 20
3.2.3 strategy alignment ................................................................................................................................ 21
3.3 assignment 2: linking business goals to IT goals ......................................................................................... 22
4. Enterprise governance of IT ...................................................................................................................... 23
4.1 Key questions to ask .................................................................................................................................... 24
4.2 Implementing Enterprise Governance of IT ................................................................................................. 24
4.2.1 examples EGIT structures ..................................................................................................................... 26
4.2.1 examples EGIT structures – Roles & responabilities (Weill & Woodham) ............................................ 27
4.2.1 examples EGIT structures – the bi-modal challenge (MISQE, 2016)..................................................... 28
4.2.2 examples EGIT processes ...................................................................................................................... 29
4.2.3 examples EGIT relational mechanisms ................................................................................................. 30
4.3 assignment 3A ............................................................................................................................................. 30
4.4 case klm ....................................................................................................................................................... 31
4.5 relationship between egit and business/IT alignment................................................................................. 34
4.6 principles to design/diagnose IT governance system based on VSM theory ............................................... 35
4.7 Overview...................................................................................................................................................... 37
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,5. Best-practice guideance for Enterprise Governance of IT .......................................................................... 40
5.1 Cobit principle – tailored to enterprise needs .............................................................................................. 41
5.2 Cobit principle – Enabling a holistic approach............................................................................................. 41
5.3 design factors .............................................................................................................................................. 46
5.4 assignment 3B ............................................................................................................................................. 47
5.5 kahoot ......................................................................................................................................................... 47
5.6 overview ...................................................................................................................................................... 48
5.7 governance components ............................................................................................................................. 49
5.8 assignment 3C ............................................................................................................................................. 53
5.9 scoping and applying ................................................................................................................................... 54
6. Bringing it all together: IT/ digital strategy roadmap................................................................................. 57
6.1 Generic BSC ................................................................................................................................................. 57
6.2 Generic IT Balance Scorecard ...................................................................................................................... 58
6.2.1 IT strategy roadmap.............................................................................................................................. 58
6.2.2 Examples Generic IT Balance Scorecard ............................................................................................... 59
6.3 Causal relationships .................................................................................................................................... 60
6.4 it BSC case study: financial group ................................................................................................................ 61
6.5 assignment 4 ............................................................................................................................................... 64
7. Examen .................................................................................................................................................... 66
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, Problem Statement (why are we here today?)
1. INTRODUCTION AND CONTEXT • To be innovative and competitive in today’s global digital economy,
organizations have little choice but to invest in information and
communication technologies (ICT).
Problem statement (where are we today?)
• To be innovative and competitive in today’s global digital cloud
economy, organizations have little choice but to invest in blockchain
information and communication technologies (ICT). big data advanced
materials
• Bedrijven investeren meer en meer in technologie, ook met virtual
corona is er nog meer een push naar digitalisering. reality
IoT
AI
Problem statement Bedrijfsmensen worden rond oren geslagen met mogelijke
technologieën en welke mogelijkheden dit kan geven voor de business.
Business mensen zijn vaak gefrustreerd over technologie omdat de waarden van
technologie op termijn niet uitkomen.
fashionistas digital masters Voorbeeld KLM: chief financial director (CFO). Als alle investeringen waren gerealiseerd
dat de CFO had afgetekend, dan waren zij de grootste luchtvaarstsmaatschappij met 0
werknemers. Investeringsdocumenten beloven meer baten, sales, meer klanten of
Digital
kostenbesparingen, maar deze zijn nooit gerealiseerd.
capability
Er zijn 2 types van bedrijven:
beginners conservatives • Digital capapability = capaciteiten van bedrijven om nieuwe technologieën
verkennen en ook om erin te investeren
• Leadership & governance capability = in welke mate van de organisatie doet die
dat in een gestructureerde manier (een leiderschap, duidelijk visie,
Leadership & governance capability beheer/governance structuur) om technologie tot waarde te leiden
Westerman et al., Leading Digital, 2014
• Beginners = bedrijven die niet in digitaal investeren (minder en minder bedrijven die zich kunnen permitteren om
niet mee te gaan in digitale evolutie)
• Fashionistas = veel investeren in front-end technologieën maar zonder doordacht te zijn
o Voorbeeld: Decaan van AMS zei paar jaar geleden dat AMS moet investeren in blockchain maar waarom
moet dit? Zijn antwoord was omdat iedereen het deed… Ja maar waarom? Omdat al die bedrijven super
innovatief zijn. Ja maar waarom? Het is niet omdat je investeert in technologie dat je daarom innovatief
bent, en zeker niet dat je daarom een succesvol businessmodel in de markt gaan zetten.
o Dit zijn de fashionistas, ze zien technologieën en hypes en proberen deze aan boord te krijgen maar niet
verder denken. Op KT komt succesvol over maar LT niet want meestal minderwaarde (hier wil je niet
zitten)
• Conservatives
Problem Statement
o Voorbeeld UA: veel mensen die strategisch denken over aansturen van digital van universiteit en zijn LT-
visie om digitaal sturen van de universiteit. Er is een digital strategy think tank, governance comité. Ze
hebben doordacht beleid maar durven niet de echte investeringstap te zetten en zijn hier eerder
voorzichtig in. • However, without the proper skills to put these technologi
• Digital master = we durven investeringen te maken en te verkennen wat mogelijkheden zijn van bedrijfsmodel
use, firms are at significant risk of wasting their investmen
(digital capability), maar ook juist beheerd en aansturen (leadership & governance capability).
o óFashionistas en conservatives creeren wel key opportunities
waarde, maar optimalefor growth
waarde wordt and competitiveness
gecreëerd als digital
master.
• There is a for “e-leadership skills”
àInsteek van dit vak is de onderste as (leadership & governance capability), en wat is de leiderschap en
managementstructuren om ervoor te zorgen dat we een digital(European Commission,
master zijn. IT-Enabled Leadership Report)
• However, without the proper skills to put these technologies to
effective use, firms are at significant risk of wasting their investments
and missing key opportunities for growth and competitiveness
• There is a for “e-leadership skills”
o We zoeken e-leadership skills. Het gaat niet puur over IT
strategie en ook niet over puur business strategie.
o We hebben nood aan 3 elementen:
§ ICT savvyiness
§ Business savvyiness vermits we IT gaan koppelen aan
business
§ Engagement capability (manier zoeken om te kunnen
uitleggen aan bestuur, wat zijn de KPI en hoe gaan we
dat pad betreden)
óDit moeten we ook doen in de opdracht, business dash bord maken. Voorgestelde maatregelen gaan leiden voor
bepaalde impact in bedrijf.
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