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Conclusion: Without governance, investment in enterprise architecture is usually wasted. Organisations that have implemented effective architecture boards typically realise benefits that include cost savings, better-controlled and structured systems, and better alignment to strategic architectures. CIOs should draw on the lessons learned from organisations ...
Section: Content | Category: Governance & Planning | Date: Saturday, 31 March 2012 | Hits: 739
Conclusion: We appear to have reached a period in business management where ICT Governance is part of overall Corporate Governance. Across most organisations, policies and procedures have been implemented to support how ICT decisions are made, who makes them and who is accountable. Yet, there are still too many ICT project failures, a continuing inability ...
Section: Content | Category: Governance & Planning | Date: Sunday, 27 May 2012 | Hits: 978
Conclusion: Creating a lightweight governance framework for mobility is essential in ensuring that mobility applications are developed quickly and effectively, and are aligned to organisational objectives. The ideal mobility governance framework provides an agile environment to enable solutions to be developed using shared architectures, and focuses ...
Section: Content | Category: Infrastructure | Date: Thursday, 31 May 2012 | Hits: 938
Conclusion: CIOs who sit back and wait for their executive teams to implement ICT governance are putting their own careers at risk. While business leaders continue to misunderstand measures of ICT performance CIOs face two perennial problems: good performance may go completely unrecognised while CIOs may be blamed for failures that are totally outside ...
Section: Content | Category: Governance & Planning | Date: Thursday, 28 August 2003 | Hits: 452
Conclusion: Nobody doubts the need for effective governance of IT. Industry journals and Government Audit (and Ombudsman1) reports2 highlight project cost blowouts and implementation delays when governance is ineffective. Ironically while the reports set out what needs to be fixed, rarely do the authors tell readers how to do it. Observations: The ...
Section: Content | Category: Governance & Planning | Date: Friday, 24 February 2012 | Hits: 853
Conclusion: IT organisations adopting IT-as-a-Service strategies tend to acquire the best of breed services from the market instead of building them in-house. This leads to increased adoption of multi-sourced services, whereby reliable governance processes are critical success factors to realise the desired business benefits in a timely and cost-effective ...
Section: Content | Category: Governance & Planning | Date: Sunday, 31 May 2015 | Hits: 574
Conclusion: all organisations implement some form of ICT governance to determine how IT will operate: they manage demand, reduce waste and overheads, identify and deliver demand, and address risks. The scope of ICT Governance is broad and the maturity and capability within organisations to manage ICT Governance differs significantly. ICT Governance ...
Section: Content | Category: Governance & Planning | Date: Tuesday, 31 March 2015 | Hits: 445
Conclusion: ITIL Change Management is insufficient for CRM Governance – an organisational change is needed. As with all complex management jobs, governance for CRM projects should be divided into sets and subsets. By dividing the tasks it is easier to view each set or phase. By combining them into larger groups and modules it is feasible to gain an ...
Section: Content | Category: Governance & Planning | Date: Sunday, 01 March 2015 | Hits: 484
Conclusion: Most organisations have some form of central approval process (Governance) based around agreed artefacts – few organisations have a built-in evergreening process to ensure governance controls are in line with emerging technology and business trends. Observations: Most organisations have a governance process that seeks to balance project ...
Section: Content | Category: Governance & Planning | Date: Wednesday, 02 September 2015 | Hits: 597
Conclusion: Standards Australia has developed and published the Australian Information and Communication Technology (ICT) Governance Standard1, the first government driven ICT Governance Standard in the world. This provides an opportunity for ICT dependent organisations to revisit their ICT governance and confirm it meets agreed good practice. It is ...
Section: Content | Category: Governance & Planning | Date: Thursday, 28 August 2008 | Hits: 409
Conclusion: IT organisations wishing to maximise Public Cloud return on investment should adopt a Cloud Governance Maturity Model that ensures consistent delivery, builds trust and leverages new technology. This will enable IT organisations to effectively manage their sourcing portfolio by balancing cost and risks, creating value and realising the desired ...
Section: Content | Category: Infrastructure | Date: Thursday, 30 January 2014 | Hits: 804
Conclusion: One of the main requirements for achieving a successful outcome to any outsourcing agreement is an effective governance arrangement between the client organisation and the service provider. This can be one of the more difficult aspects of any outsourcing agreement as it needs to be set up to ensure that it addresses the priority areas in ...
Section: Content | Category: Sourcing & Staffing | Date: Thursday, 28 June 2007 | Hits: 398
... bottlenecks, reduce investments in application development, increase the rate of eServices delivery and help ensure that stakeholders can share information, by adopting the governance practices from the open source community. Observations: As discussed in Avoiding SharePoint Deployments That Bite, the rapid uptake of SharePoint is leading to information ...
Section: Content | Category: Vendors | Date: Wednesday, 30 September 2009 | Hits: 560
Conclusion: IT related governance processes in a federated business model, i.e. where autonomous business units or divisions have own IT staff and resources, must focus on what is needed to achieve the strategic objectives of the organisation and at the same time help each unit achieve its potential. The governance processes typically presume each ...
Section: Content | Category: Governance & Planning | Date: Wednesday, 28 February 2007 | Hits: 442
Conclusion: For CIOs sustaining effective IT Governance in an organisation is hard work, principally because most senior managers are preoccupied with meeting their performance targets and have little time to come to grips with the nuances of IT Governance. Helping these managers understand their role so they become informed participants in governance ...
Section: Content | Category: Governance & Planning | Date: Monday, 28 November 2005 | Hits: 469
Conclusion: Organisations aiming to improve the effectiveness of their EGIT (Enterprise Governance of IT) initiatives must ensure they apply best practices in relationship management with all stakeholders. This is because effective governance is dependent not only on having the right framework in place, but also people skilled in stakeholder relationship ...
Section: Content | Category: Governance & Planning | Date: Friday, 23 July 2010 | Hits: 545
Conclusion: Organisations with immature IT governance processes push many of the decisions that need to be made by the business, back to IT. This creates a downward spiral, often characterised by IT making poor decisions about business/IT investments (due to insufficient business context), consequential failure by IT to deliver business value, then ...
Section: Content | Category: Governance & Planning | Date: Tuesday, 29 September 2009 | Hits: 476
Conclusion:The need for an overarching framework to drive business value from IT through value management processes, supported by mature delivery service processes has prompted the need for an enterprise-wide approach to IT governance1 Observations: The availability of VAL ITprocesses complemented by COBIT which in summary sets out best practices, ...
Section: Content | Category: Governance & Planning | Date: Friday, 25 June 2010 | Hits: 615
Conclusion: When establishing or enhancing an IT governance framework, one size does not fit all. For full effect, governance practices need to reflect an organisation’s ethos. Time can be the enemy of good governance practice; what works well at the outset may need to be tailored and progressively refined to suit evolving organisational maturity, changes ...
Section: Content | Category: Governance & Planning | Date: Friday, 30 October 2009 | Hits: 441
Compiling and publishing IT policies and procedures (ITPP) is an important part of IT governance in order to ensure proper use of the computer network and security of vital data. But however detailed and well-designed these ITPP are their publication in itself is only the start. Ensuring that they are understood, accepted and adhered to is an on-going ...
Section: Content | Category: Governance & Planning | Date: Thursday, 31 December 2009 | Hits: 434
Conclusion: Enterprise governance of IT (EGIT), the objective of which is to drive business value from IT, is a new concept. It also goes beyond traditional IT governance, which focuses on effective delivery of services, by seeking to transform IT so it can meet the current and future demands of all clients. CIOs who can drive the transformation of ...
Section: Content | Category: Governance & Planning | Date: Thursday, 27 May 2010 | Hits: 572
Section: Content
... and competition dynamics or responding to market changes too slowly were common missteps. Observations: Having a clear delineation between management and governance can assist in ensuring that the appropriate rigour and focus is applied to evaluating, directing and monitoring transformational programs. Governance groups need to ensure that the membership, ...
Section: Content | Category: Governance & Planning | Date: Sunday, 31 May 2015 | Hits: 541
... project resources and delays decision making; Micro-management which draws the Steering Committee away from the governance issues that it should be addressing and undermines the authority of the project manager; A focus on operational issues rather than issues relating to providing guidance and direction to the project manager; An excessive ...
Section: Content | Category: Governance & Planning | Date: Wednesday, 28 May 2008 | Hits: 380
... were ICT-based projects, which are known to be higher risk than other project types and are placed under greater scrutiny. Astute CIOs have a clearly defined strategy and process for review of projects under their purview. Observations: IBRS has observed increased interest in architecture governance in contemporary practice in Australia. Last ...
Section: Content | Category: Governance & Planning | Date: Thursday, 26 April 2012 | Hits: 752
... primarily focuses on in-house service improvement, but lacks the mechanisms to handle outsourcing arrangements whereby, failure to meet services levels would lead to legal and financial ramifications. To improve ITIL governance, the following critical issues must be addressed: Lack of Quality Assurance (QA) test environment to minimise service ...
Section: Content | Category: Operations & Service Delivery | Date: Monday, 30 September 2013 | Hits: 1795
Conclusion: One of the hidden costs of IT occurs when an organisation is paying more for a vendor’s services than the value provided. This cost will not be evident nor eliminated unless management regularly reviews and measures each major vendor’s performance and takes corrective action when needed. Failure to review and measure could be career limiting ...
Section: Content | Category: Governance & Planning | Date: Monday, 22 August 2011 | Hits: 820
Conclusion: Remediating major systems is not a job for the faint-hearted or over-confident IT managers. Poor governance decisions and excessive optimism can easily lead to project failures (and ruin careers). Conversely smart decisions combined with sound project leadership can increase the probability of success and enhance careers. Observations: ...
Section: Content | Category: Applications | Date: Wednesday, 25 June 2014 | Hits: 872
Conclusion: Organisations, large and small, have invested time and money over the past 5-10 years in improving ICT project success. Skilled project managers, governance groups, increased executive awareness and improved processes have all combined to improve the probability of a successful project. However, recognising when to cut the losses of a failing ...
Section: Content | Category: Operations & Service Delivery | Date: Tuesday, 23 April 2013 | Hits: 3769
... a pragmatic approach which considers the culture and relative maturity of the organisation will assist in improving this key area of IT investment governance. Observations: Little Change over Time: Organisations tend to develop benefits management competencies and governance rigor at the beginning of the investment process, during the business case ...
Section: Content | Category: Governance & Planning | Date: Tuesday, 30 June 2015 | Hits: 490
Conclusion: Governance committees face a number of challenges that can undermine their effectiveness. These challenges include groupthink, a focus on individual responsibilities rather than organisation-wide benefits and trust issues. Experienced independent external advisors can play an important role in overcoming these challenges. Observations: ...
Section: Content | Category: Governance & Planning | Date: Friday, 31 July 2015 | Hits: 503
... initiatives. The great challenge is in communicating to non-technical people what are often thought of as merely technical issues. In this shifting market, an approach such as the “Five Knows of Cyber Security” can prove invaluable in shifting a technical conversation to a governance conversation. Observations: When an organisation entrusts its information ...
Section: Content | Category: Security Leadership | Date: Saturday, 01 August 2015 | Hits: 1529
Conclusion: Many organisations have implemented frameworks and methodologies, increased internal project management and improved project governance in an effort to improve IT project success. The Standish Group reports project success has shown considerable improvement over the last 15 years. However, projects can still fail and organisations can improve ...
Section: Content | Category: Governance & Planning | Date: Sunday, 27 January 2013 | Hits: 730
Conclusion: Given that the public cloud value is maximised when end-to-end SaaS is reached, IT organisations’ misunderstanding of SaaS building blocks, business applications architecture integration and lack of mature multi-sourced environment governance will limit SaaS public cloud adoption. CIOs should establish a cloud sourcing strategy to assess ...
Section: Content | Category: Governance & Planning | Date: Thursday, 29 August 2013 | Hits: 759
Conclusion: One of the key activities in Contract Management is the governance and performance management process that is used to ensure that suppliers meet their contracted deliverables.1 Despite the importance of this process to the achievement of the goals surrounding the contract, in many situations contract managers report that the performance ...
Section: Content | Category: Sourcing & Staffing | Date: Tuesday, 23 February 2010 | Hits: 437
Strong and clearly defined account management governance procedures are vital in helping to ensure a continuing good and professional relationship between customers and their outsourcing supplier. However merely defining these procedures in the successful tender and in the outsourcing contract is insufficient without strict adherence to them. ...
Section: Content | Category: Sourcing & Staffing | Date: Thursday, 29 January 2009 | Hits: 411
... implemented, counter implementers, who thrive when there is uncertainty, will create resistance and put success at risk. Project managers and the governance group for cross enterprise projects must be aware of the risks of failure and not be daunted by them. Success comes to those who minimise the political (or people-related) risks. Appoint the right ...
Section: Content | Category: Governance & Planning | Date: Sunday, 28 September 2008 | Hits: 503
Conclusion: During hard economic times it is not uncommon for IT to be instructed to consider a restructuring to better serve the organisation. However the temptation to reduce costs by relaxing governance, adjusting standards and reducing the service structure, even with the best of intentions, may result in inadequate service levels and where possible ...
Section: Content | Category: Governance & Planning | Date: Sunday, 31 May 2009 | Hits: 527
Conclusion: The role and responsibilities of procurement and corporate services organisations is increasing relative to those of ICT groups as ICT becomes increasingly bought ‘as-a-service’ rather than installed as capital-intensive internal infrastructure.1 This demand is driving the trend to focus on governance, probity and sourcing management issues ...
Section: Content | Category: Sourcing & Staffing | Date: Monday, 01 February 2016 | Hits: 694
... all their needs. This will increase clients’ governance cost of service providers and extend the duration of external services acquisition. As a result, a service broker model has emerged to provide one single point of accountability to all sourcing deliverables, simplify go-to-market strategies and fulfil the Cloud migration requirements in a cost-effective ...
Section: Content | Category: As a Service | Date: Thursday, 02 June 2016 | Hits: 334
... undertake the migration without disrupting the current business operations. IT Procurement Managers should: Establish governance arrangements underpinned by an effective organisational structure, tools and processes to select the service broker Request the acceptance of the transition plan to become a prerequisite to contract signature Manage ...
Section: Content | Category: As a Service | Date: Wednesday, 02 August 2017 | Hits: 324
Conclusion: Many municipalities and civic enterprises contemplating Smart City initiatives are simply not capable of implementing them because they lack the leadership, partnering skills, corporate experience, skills, sophistication and organisation required to address these global urban planning and ICT developments locally1. The remedy is at Governance ...
Section: Content | Category: Governance & Planning | Date: Monday, 03 July 2017 | Hits: 236
... impacted when organisations seek to embrace deep collaboration: identity management and information governance. Identity management must change to allow information to be shared with and worked upon by external parties. Records management/compliance must change to enable an asynchronous knowledge management lifecycle. Both of the above have policy ...
Section: Content | Category: Applications | Date: Saturday, 02 September 2017 | Hits: 292
Conclusion: One strategy to implement IT-as-a-Service models is to outsource the IT delivery capability to multiple service providers. However, the IT organisation remains accountable for the success of the outsourced arrangements. This requires the IT organisation to have a mature procurement and service provider governance function. The rationale ...
Section: Content | Category: As a Service | Date: Thursday, 02 November 2017 | Hits: 124
... as well as ongoing IT governance arising from gaps in critical decision-making information. To avoid these risks, organisations should maintain the content of each IT planning element as a separate deliverable even if the desire, or requirement, is to regularly produce an “annually” updated composite document. Observations: In October 2006, the ...
Section: Content | Category: Governance & Planning | Date: Thursday, 02 November 2017 | Hits: 151
... different ways. This can cause stakeholders – both within ICT groups and within the organisation more broadly – to take actions that deviate from the original intent, or that resist attempts to change. Even when organisations have put in place governance and processes to reconfirm stakeholders’ understanding of the initiative’s intentions, reinterpretations ...
Section: Content | Category: Workplace Innovation | Date: Tuesday, 04 October 2016 | Hits: 978
Conclusion: This month has seen an increase in executive appointments in ICT companies, as well as 2015 industry forecasts. Most interesting is an expected rise in outsourcing contract renegotiation to $100B, driven in part by a preference for multi-sourced contracts, as it becomes easier to respond to vendor management and governance issues, as well ...
Section: Content | Category: Sourcing & Staffing | Date: Thursday, 29 January 2015 | Hits: 487
Conclusions: Many enterprises are simply not capable of implementing the ICT programs and projects that they attempt because they lack the sophistication, skills and organisation to address these developments adequately. The ‘fix’ is at governance level. Businesses must assess their native capability to contemplate, manage and complete the IT solutions ...
Section: Content | Category: Governance & Planning | Date: Friday, 02 September 2016 | Hits: 861
... wishing to rely on external services must evolve to ‘plan/procure/govern’ structure to emphasise strategic service planning and hire specialised service providers’ governance skills. This shift should ensure mutual trust and respect between parties, well-defined service levels and clear roles and responsibilities. IBRS estimates the cost of the governance ...
Section: Content | Category: As a Service | Date: Saturday, 06 May 2017 | Hits: 548
... previously disparate solutions. In the short term, it means that selecting a solution to meet a specific need – say creating and delivering eLearning resources to the workforce – must factor potential future needs of the workforce and the broader issues of Human Capital Management. ICT groups need to proactively provide guidance and governance to HR ...
Section: Content | Category: Applications | Date: Saturday, 06 May 2017 | Hits: 389