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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: 1004
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: 962
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: 763
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: 496
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: 468
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: 591
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: 637
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: 564
... 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: 621
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: 474

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