The CIO Enabling IT Governance

2011 ◽  
pp. 315-355 ◽  
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Business Processes ◽  
It Governance ◽  
Organizational Structures ◽  
Governance Mechanisms ◽  
It Investments ◽  
Specific Focus ◽  
Use Of Technology

In many organizations, information technology has become crucial in the support, sustainability, and growth of the business. This pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT governance. IT governance consists of the leadership and organizational structures and processes that ensure that the organization‘s IT sustains and extends the organization‘s strategy and objectives (Grembergen, Haes, & Guldentops, 2004). IT governance matters because it influences the benefits received from IT investments. Through a combination of practices (such as redesigning business processes and well-designed governance mechanisms) and appropriately matched IT investments, top-performing enterprises generate superior returns on their IT investments (Weill, 2004).

IT Governance as Resource Mobilization

2006 ◽  
pp. 211-231
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Business Processes ◽  
It Governance ◽  
Organizational Structures ◽  
Resource Mobilization ◽  
Governance Mechanisms ◽  
It Investments ◽  
Specific Focus ◽  
Use Of Technology

In many organizations, information technology has become crucial in the support, the sustainability, and the growth of the business. This pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT governance. IT governance consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategy and objectives (Grembergen et al., 2004). IT governance matters because it influences the benefits received from IT investments. Through a combination of practices (such as redesigning business processes and well-designed governance mechanisms) and appropriately matched IT investments, top-performing enterprises generate superior returns on their IT investments (Weill, 2004).

Governance Knowledge

2011 ◽  
pp. 216-254
Author(s):  
Petter Gottschalk
Keyword(s):  
Business Processes ◽  
It Governance ◽  
Organizational Structures ◽  
It Use ◽  
Executive Management ◽  
Decision Rights ◽  
It Investments ◽  
Use Of Technology ◽  
The Board Of Directors ◽  
Allocation Of Decision Rights

In many organizations, information technology has become crucial in the support, the sustainability and the growth of the business. This pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT governance. IT governance consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategy and objectives (Grembergen et al., 2004). IT governance matters because it influences the benefits received from IT investments. Through a combination of practices (such as redesigning business processes and well-designed governance mechanisms) and appropriately matched IT investments, top-performing enterprises generate superior returns on their IT investments (Weill, 2004). IT governance can be defined as specifying decision rights and accountability framework to encourage desirable behavior in the use of IT (Weill & Ross, 2004). This is the definition we will use here. Other definitions are for example: (i) IT governance is the structures and processes that ensure that IT supports the organization’s mission. The purpose is to align IT with the enterprise, maximize the benefits of IT, use IT resources responsibly and manage IT risks, (ii) A structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise’s goals by adding value while balancing risk versus return over IT and its processes, (iii) IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives, and (iv) IT governance is the system by which an organization’s IT portfolio is directed and controlled. IT Governance describes (a) the distribution of decision-making rights and responsibilities among different stakeholders in the organization, and (b) the rules and procedures for making and monitoring decisions on strategic IT concerns (Peterson, 2004a). IT governance has attracted substantial attention in recent years (e.g., Chin et al., 2004; Grembergen & Haes, 2004a, 2004b; McManus, 2004; Meyer, 2004; O’Donnell, 2004; Peterson, 2004a, 2004b; Rau, 2004; Read, 2004, Robbins, 2004; Trites, 2004; Weill & Ross, 2004, 2005). Here we will discuss IT governance in terms of resource mobilization, allocation of decision rights as well as strategic alignment.

Structures, Processes and Relational Mechanisms for IT Governance

2011 ◽  
pp. 1-36 ◽  
Author(s):  
Wim Van Grembergen ◽  
Steven De Haes ◽  
Erik Guldentops
Keyword(s):  
Information Technology ◽  
It Governance ◽  
Specific Focus ◽  
Use Of Technology ◽  
Organisational Structures

In many organisations, Information Technology (IT) has become crucial in the support, the sustainability and the growth of the business. This pervasive use of technology has created a critical dependency on IT that calls for a specific focus on IT Governance. IT Governance consists of the leadership and organisational structures and processes that ensure that the organisation’s IT sustains and extends the organisation’s strategy and objectives. This introductory chapter records and interprets some important existing theories, models and practises in the IT Governance domain and aims to contribute to the understanding of IT Governance and its structures, processes and relational mechanisms.

scholarly journals PERFORMANCE MEASUREMENT OF INFORMATION TECHNOLOGY GOVERNANCE: A CASE STUDY

2016 ◽  
Vol 12 (2) ◽  
pp. 57 ◽  
Author(s):  
Johanes Fernandes Andry
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Business Processes ◽  
Standard Procedure ◽  
It Governance ◽  
Competitive Advantages ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Freight Forwarder ◽  
Key Aspects

Established in 2001, XYZ Cargo is a Freight Forwarder Service Company specialized in the logistic transportation located in Jakarta. XYZ Cargo has broad experiences in both ocean freight and air freight service and has more than sixty agents of partnership around the world. XYZ Cargo has implemented Information Technology (IT) that covers all key aspects of business processes of the enterprise. It has an impact on the strategic and competitive advantages of its success. Many organizations have started implementing IT governance in order to achieve the collaboration between business and IT. The purpose of this research is to get an overview of performance measurement of the currently-running IT Governance with several aspects to consider such as effectiveness, efficiency, functional unit of information technology within an organization, data integrity, safeguarding assets, reliability, confidentiality, availability, and security. The analytical tool used in this research is the COBIT 5 standard procedure by ISACA. The result of IT Governance based on COBIT 5 in domain EDM, shows average values at the level of 2.0 until 2.7 (managed process) for EDM01, EDM02, EDM03 and 1.3 until 1.7 (performed process) for EDM04, EDM05.

scholarly journals INFORMATION TECHNOLOGY PLAN AS AN IT GOVERNANCE MATURITY DRIVER

2012 ◽  
Vol 5 (1) ◽  
pp. 50
Author(s):  
Budi Yuwono ◽  
Rein Nusa Triputra ◽  
Muhammad Nasri
Keyword(s):  
Information Technology ◽  
It Governance ◽  
The Other ◽  
Base Line ◽  
Maturity Level ◽  
Governance Mechanisms ◽  
Technology Plan ◽  
Government Institutions ◽  
Other Hand

Having an information technology (IT) plan is a minimum baseline for optimal IT governance. But, creating a plan is only one problem, executing it poses even more challenging problems. In this research, we investigate the correlation between an organization’s IT plan and the organization’s IT governance maturity level. We show that, on one hand, executing an IT plan requires a certain IT governance maturity level, on the other hand, the experience of executing an IT plan drives the organization IT governance maturity level. We compare the situations in two government institutions and found indications that the organization with an ambitious IT plan has more mature IT governance than the other whose IT plan is relatively modest. The results suggest that an effective IT plan should include plans for the development of IT governance mechanisms relevant to the goals that the plan is intended to achieve, and the plan’s implementation schedule, also known as the IT roadmap, should take into consideration the growth of the IT governance mechanisms’ maturity levels. Memiliki rencana untuk teknologi informasi (TI) adalah base line untuk tata kelola TI yang optimal. Tapi, membuat rencana hanyalah satu masalah, melaksanakannya akan menciptakan masalah baru yang lebih menantang. Dalam penelitian ini, kami menyelidiki korelasi antara rencana TI suatu organisasi dengan tingkat maturity tata kelola TI-nya. Kami menunjukkan bahwa, di satu sisi, untuk melaksanakan rencana TI memerlukan tingkat kematangan tata kelola TI tertentu, di sisi lain, pengalaman dalam menjalankan rencana TI mendorong organisasi dalam meningkatkan tata kelola TI. Kami membandingkan situasi di dua lembaga pemerintah dan menemukan indikasi bahwa organisasi dengan rencana TI yang ambisius memiliki tata kelola TI lebih matang dari organisasi yang rencana TI-nya relatif sederhana. Hasil penelitian menunjukkan bahwa perencanaan TI yang efektif harus mencakup rencana untuk pengembangan mekanisme tata kelola TI yang relevan dengan tujuan yang ingin dicapai, dan jadwal pelaksanaan rencana atau roadmap TI, harus mempertimbangkan pertumbuhan tingkat mekanisme tata kelola TI.

E-Business Process Management and IT Governance

2009 ◽  
pp. 1843-1852
Author(s):  
Pallab Saha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
It Governance ◽  
Analysis Framework ◽  
Use Of Technology ◽  
End To End ◽  
Current Business

E-business process management (e-BPM) entails management of e-business processes with the customer initiating the process and involves non-linear processes with strong focus on value networks leveraging collaboration and alliances, rather than just business processes within the confines of the organization (Kim & Ramkaran, 2004). E-BPM requires organizations to take a process approach to managing their e-business processes (Smith & Fingar, 2003). The advent of business process reengineering (BPR) (Davenport, 1993; Hammer & Champy, 1993) resulted in numerous organizations initiating BPR programs. While BPR aims to enhance an organization’s process capability by adopting engineering discipline, e-BPM goes a step further and targets to improve the organizational process management capability (Smith & Fingar, 2004). Organizations target end-to-end business processes that deliver maximum customer value through e-BPM (Smith & Fingar, 2003). However, by their very nature, end-to-end business processes more often than not span multiple enterprises incorporating their individual value chains (Porter, 1985; Smith & Fingar, 2003; Smith, Neal, Ferrara, & Hayden, 2002) and involve e-business processes (Kim & Ramkaran, 2004). Integrating fragments of processes across multiple functions and organizations not only involves shared activities and tasks among business and trading partners, but also the capability to integrate disparate IT systems (Kalakota & Robinson, 2003). Effective management of e-business processes depends to a great extent on the enabling information technologies. In fact, Smith and Fingar in 2003 have stated that BPM is about technology. Porter’s value chain is about end-to-end business processes needed to get from a customer order to the delivery of the final product or service (Porter, 1985). The pervasive use of technology has created a critical dependency on IT that demands for a specific focus on governance of IT (Grembergen, 2004). Explicitly or implicitly, organizations specify business activities as business processes, and without realizing these tend to be e-business processes. However, given the current business conditions and a clear understanding by organizations about the complexities of their e-business processes, management of e-business processes is taking center stage (Smith et al., 2002). In the current business scenario where e-business processes, along with information are considered key organizational assets and management of business processes a strategic capability (Kalakota & Robinson, 2003), it is imperative that organizations clearly delineate the need for relevant and pertinent information as it provides visibility and transparency. Additionally, IT being the single most important predictor of the business value of IT (Weill & Ross, 2004) drives the need to analyze and understand the implications of e-BPM on IT governance. The key objective of this article is to investigate the implications of e-BPM on IT governance through the analysis of available literature. In particular, the article argues that a direct influence of e-BPM on IT governance performance is inevitable. While the importance of both effective e-BPM and IT governance is intuitively clear, there is currently little research on elements of IT governance that get enabled by e-BPM. More importantly, there is the lack of a theoretical framework that could be used to analyze. To address this shortcoming, the article also presents an analysis framework. The analysis framework is particularly useful as it incorporates elements from prevalent IT governance frameworks. Using the analysis framework, the article then examines the implications of e-BPM on IT governance and develops research propositions. The aim of developing the propositions is to enable further investigation and research thereby contributing to IT management theory.

IT Governance Mechanisms in Public Sector Organisations

2010 ◽  
pp. 458-478 ◽  
Author(s):  
Syaiful Ali ◽  
Peter Green
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Communication Systems ◽  
It Governance ◽  
Governance Mechanisms ◽  
The Public ◽  
Sample Data ◽  
It Resources ◽  
The Individual ◽  
Overall Effectiveness

Information technology plays a significant role enabling organisations to achieve their objectives. Accordingly, the governance mechanisms over the organisation’s IT resources must be in place and operating effectively if the organization is to achieve its objectives. The concern with IT governance is not only evident in the private sector but also in the public sector. This study attempts to examine empirically the individual IT governance mechanisms that influence the overall effectiveness of IT governance in Australian public sector organisations. Using sample data from auditors who currently work in Australian public sector organisations, this study examined the influence of four proposed individual IT governance mechanisms on the overall effectiveness of IT governance. This study found significant positive relationships between the existence of an IT strategy committee and corporate (organisational) communication systems, and the overall level of effective IT governance within Australian public sector organisations.

E-Business Process Management and IT Government

2011 ◽  
pp. 272-278
Author(s):  
Pallab Saha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
It Governance ◽  
Analysis Framework ◽  
Use Of Technology ◽  
End To End ◽  
Current Business

E-business process management (e-BPM) entails management of e-business processes with the customer initiating the process and involves non-linear processes with strong focus on value networks leveraging collaboration and alliances, rather than just business processes within the confines of the organization (Kim & Ramkaran, 2004). E-BPM requires organizations to take a process approach to managing their e-business processes (Smith & Fingar, 2003). The advent of business process reengineering (BPR) (Davenport, 1993; Hammer & Champy, 1993) resulted in numerous organizations initiating BPR programs. While BPR aims to enhance an organization’s process capability by adopting engineering discipline, e-BPM goes a step further and targets to improve the organizational process management capability (Smith & Fingar, 2004). Organizations target end-to-end business processes that deliver maximum customer value through e-BPM (Smith & Fingar, 2003). However, by their very nature, end-to-end business processes more often than not span multiple enterprises incorporating their individual value chains (Porter, 1985; Smith & Fingar, 2003; Smith, Neal, Ferrara, & Hayden, 2002) and involve e-business processes (Kim & Ramkaran, 2004). Integrating fragments of processes across multiple functions and organizations not only involves shared activities and tasks among business and trading partners, but also the capability to integrate disparate IT systems (Kalakota & Robinson, 2003). Effective management of e-business processes depends to a great extent on the enabling information technologies. In fact, Smith and Fingar in 2003 have stated that BPM is about technology. Porter’s value chain is about end-to-end business processes needed to get from a customer order to the delivery of the final product or service (Porter, 1985). The pervasive use of technology has created a critical dependency on IT that demands for a specific focus on governance of IT (Grembergen, 2004). Explicitly or implicitly, organizations specify business activities as business processes, and without realizing these tend to be e-business processes. However, given the current business conditions and a clear understanding by organizations about the complexities of their e-business processes, management of e-business processes is taking center stage (Smith et al., 2002). In the current business scenario where e-business processes, along with information are considered key organizational assets and management of business processes a strategic capability (Kalakota & Robinson, 2003), it is imperative that organizations clearly delineate the need for relevant and pertinent information as it provides visibility and transparency. Additionally, IT being the single most important predictor of the business value of IT (Weill & Ross, 2004) drives the need to analyze and understand the implications of e-BPM on IT governance. The key objective of this article is to investigate the implications of e-BPM on IT governance through the analysis of available literature. In particular, the article argues that a direct influence of e-BPM on IT governance performance is inevitable. While the importance of both effective e-BPM and IT governance is intuitively clear, there is currently little research on elements of IT governance that get enabled by e-BPM. More importantly, there is the lack of a theoretical framework that could be used to analyze. To address this shortcoming, the article also presents an analysis framework. The analysis framework is particularly useful as it incorporates elements from prevalent IT governance frameworks. Using the analysis framework, the article then examines the implications of e-BPM on IT governance and develops research propositions. The aim of developing the propositions is to enable further investigation and research thereby contributing to IT management theory.

scholarly journals Information Technology Governance on Audit Technology Performance among Malaysian Public Sector Auditors

2018 ◽  
Vol 7 (8) ◽  
pp. 124 ◽  
Author(s):  
Farida Veerankutty ◽  
Thurasamy Ramayah ◽  
Noor Ali
Keyword(s):  
Information Technology ◽  
Public Sector ◽  
Technology Use ◽  
Technology Implementation ◽  
It Governance ◽  
Management Support ◽  
Technology Governance ◽  
Use Of Technology ◽  
Audit Technology ◽  
The Impact

The concept of Industry 4.0 has considerably altered the way organisations operate and has impacted every aspect of life. Furthermore, the fast-growing trend of information technology (IT) transformation in organisations and huge IT investment by Malaysian government have triggered the significance of IT risk and its related controls. Besides, technology-enabled auditing and IT-oriented audit procedures have become crucial when performing audit tasks in an electronic environment. Although many initiatives are being implemented to improve technology usage, audit technology use among auditors is still low and auditors are not attaining sufficient progress in the use of technology. This implies the current strategies and policies may not effectively support technology implementation. In the same vein, the under-utilisation of technologies was reported due to inadequate governance. Thus, this study intends to investigate the impact of IT governance on audit technology performance. IT governance is a mechanism to stimulate anticipated behavior in the use of technology among the employees of an organisation. Surveys using closed-ended questionnaires were distributed to approximately 309 Malaysia public sector auditors. The results show that IT governance mechanisms such as IT strategy and management support significantly influence the audit technology performance. IT governance does play a significant role in assuring the successful utilisation of audit technology.

scholarly journals Peranan Implementasi Tata Kelola Teknologi Informasi (IT Governance) sebagai Faktor Penting dalam Meningkatkan Kinerja Perusahaan

2020 ◽  
Vol 10 (1) ◽  
pp. 01
Author(s):  
Defriko Gusma Putra ◽  
Rita Rahayu
Keyword(s):  
Systematic Review ◽  
Information Technology ◽  
Human Resources ◽  
It Governance ◽  
Research Results ◽  
Technology Competence ◽  
Technology Governance ◽  
Use Of Technology ◽  
Information Technology Governance ◽  
Lack Of Commitment

The application of information technology governance (IT Governance) plays an important role in utilizing information technology to fit the company's vision, mission and goals. However, there are still many companies that have not implemented IT Governace due to various factors such as: the existence of internal companies that refuse the application of information technology, the limited human resources who master information technology competence, the unavailability of frameworks and policy foundations in the information technology environment, the lack of commitment from top management, the high cost of investment in IT Governance and so on. The greater use of technology has not been accompanied by greater support for the achievement of strategies so that investments made are in vain. research and research results show that the lack of understanding of IT Governance makes unproductive investments made by companies. The method used in this research is descriptive qualitative which presents a systematic review of the problems in the implementation of Information Technology Governance (IT Governance).

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