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Summary Selig - Implementing Effective IT Governance and IT Management
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- IT In Control
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- Rijksuniversiteit Groningen (RuG)
Samenvatting Implementing Effective IT Governance and IT Management - Selig
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Summary SeligImplementing Effective IT Governance and IT Management
Course load:
Chapter 1: Introduction to IT/Business alignment, planning, execution and governance
Chapter 2: Overview of integrated IT Governance and management framework and selection
of current and emerging best practice frameworks, standards and guidelines.
Chapter 3: Business/IT Alignment, strategic planning and portfolio investment management
excellence (demand management)
Chapter 6: IT Service management (ITSM) excellence (execution management)
Chapter 7: Strategic sourcing, outsourcing and vendor management excellence
Chapter 9: Cloud computing, data management and governance issues, opportunities,
considerations and approaches
1
,Inhoudsopgave
Summary Selig 1
Chapter 1: Introduction to IT/Business alignment, planning, execution and governance 4
1.1. What is covered in this chapter? 4
1.2. Overview 4
1.3. Definition, purpose and scope of IT Governance 6
1.4. Linking the CEO Role to achieving business growth, improving profitability and creating an
effective governance and compliance environment 8
1.5. Overview of the integrated IT Governance framework, major components and prerequisites 9
1.6. Steps in making IT governance real 10
1.7. Case Study 11
1.8. Summary and key take aways 11
Chapter 2: Overview of integrated IT Governance and management framework and selection of
current and emerging best practice frameworks, standards and guidelines. 12
2.1. What is covered in this chapter? 12
2.2. Overview 12
2.3. Integrated IT Governance Framework and Roadmap 13
2.4. Select Examples of Current and Emerging business/IT alignment and Governance reference
models, frameworks and standards 14
2.5. Case study – Leading Business Services/Manufacturing Company 21
2.6. Summary, Implications and Key take aways 21
Chapter 3: Business/IT Alignment, strategic planning and portfolio investment management
excellence (demand management) 21
3.1. What is covered in this chapter? 21
3.2. Overview 21
3.3. Principles of aligning IT to the business more effectively 25
3.4. Setting a direction for improved business/ IT alignment through planning related processes 26
3.5. Strategic IT investment portfolio management alternatives 26
3.6. IT engagement and relationship model and roles 26
3.7. Case study – Regional financial services organization 27
3.8. Summary and key take aways 27
Chapter 6: IT Service management (ITSM) excellence (execution management) 28
6.1. What is covered in this chapter? 28
6.2. Overview 28
6.3. Principles for achieving IT service management excellence 28
6.4. What is ITIL and why is it different? 30
6.5. ITIL frameworks, certifications and qualifications 31
6.6. Select ITIL 2011 edition processes and functions by core phases 33
6.7. Steps in making ITIL real and effective 36
6.8. Case study – global manufacturing organization 36
6.9. Summary and key take aways 37
Chapter 7: Strategic sourcing, outsourcing and vendor management excellence 37
7.1. What is covered in this chapter? 37
7.2. Overview 37
7.3. Principles and practices for outsourcing excellence from a customer perspective 42
7.4. Vendor selection, contract negotiations and risk management 43
7.5. Crowdsourcing 44
7.6. Steps in making outsourcing real 44
7.7. Case study – major pharmaceutical company 45
2
, 7.8. Summary steps and key take aways 45
Chapter 9: Cloud computing, data management and governance issues, opportunities,
considerations and approaches 45
9.1. What is covered in this chapter? 45
9.2. Overview and definitions 45
9.3. Cloud computing 47
9.4. Data management 50
9.5. Case study – major insurance and reinsurance company 52
9.6. Summary and key take aways 52
3
, Chapter 1: Introduction to IT/Business alignment, planning, execution
and governance
1.1. What is covered in this chapter?
N/a
1.2. Overview
IT has become a critical function in most organizations and is fundamental to support, and
sustain innovation, growth and survival. Therefore, a comprehensive top-down approach
with bottom-up execution of IT governance, a key component of enterprise governance,
which includes all the activities of business/IT alignment, planning, execution, management,
control and governance of IT as well as the leadership of those entrusted with the task, is
critical to achieve a cost effective solution and approach.
Effective management = the activities of planning, investment, integration, measurement,
deployment and providing the services required to manage a complex and valuable strategic
asset.
Pressures for reducing costs, increasing speed to market, continuous improvements, greater
innovation and creativity, more compliance, more effective accountability, globalization and
more demanding and sophisticated customers are some of the pressures facing business and
IT executives. These key drivers of change are shown in figure 1.
Figure 1: Key business drivers of change
The discipline of effective governance begins at the top. It requires the board to focus on
general oversight and stewardship of the corporation, and to refrain from involvement in
the day-to-day operations of the company.
Definition of Enterprise Governance according to IFAC: Enterprise governance constitutes
the entire accountability framework of the organization. It is the set of responsibilities and
practices exercised by the board and executive management with the goal of providing
strategic direction, ensuring that plans and objectives are achieved, assessing that risks are
proactively managed and assuring that the enterprise resources are used responsibly.
4
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