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... which were being offered for sale and had immature IT service delivery systems and governance processes. In both cases the organisations used IT to provide business support or delivery systems. He was of the opinion the systems and process immaturity did not adversely impact the business performance of both organisations. Observations: Assessing ...
Section: Content | Category: Governance & Planning | Date: Monday, 31 January 2005 | Hits: 472
In December 2004 I discussed the need for a degree of formal IT governance in organisations that spent a minimal amount on IT and could not see the benefit of spending more. Where a business was trading profitably not only would formal IT governance seem to them add little value but it would also seem to cost them more. I used as an example, a recent ...
Section: Content | Category: Governance & Planning | Date: Monday, 31 January 2005 | Hits: 332
... often lack the skills and experience required to manage the complexity of such programs. The recruitment of an experienced program manager to lead the program and an integrated approach to program governance and planning can go a long way to ensuring a successful outcome. Observations: A survey conducted in the US by PricewaterhouseCoopers in 2003 ...
Section: Content | Category: Governance & Planning | Date: Sunday, 28 September 2008 | Hits: 314
In December 2004 I discussed the need for a degree of formal IT governance in organisations that spent a minimal amount on IT and could not see the benefit of spending more. Where a business was trading profitably not only would formal IT governance seem to them add little value but it would also seem to cost them more. I used as an example, a recent ...
Section: Content | Category: Infrastructure | Date: Monday, 28 February 2005 | Hits: 430
... itself. Thus it is a best practice for the champion of the business functional area to chair the relevant sub-committee and to reinforce the connection with other governance processes. Conclusion: Some CIOs seek to chair all the IT steering committees as a way to ensure coherent IT approaches, to monitor value for money and to maintain power. ...
Section: Content | Category: Governance & Planning | Date: Friday, 29 October 2004 | Hits: 336
... it achieves a level which complies with our standards. We are also expected to recommend how IT should be structured following the acquisition. For example should the company continue with its current processes or should it be partly or wholly, integrated into our network and be subjected to our governance procedures. From time to time our company ...
Section: Content | Category: Operations & Service Delivery | Date: Friday, 31 December 2004 | Hits: 407
... environment senior ICT executives should take every opportunity to make the CEO and board members aware of the business opportunities and risks associated with effective ICT investments. CIO's should also make sure ICT governance processes involve senior business executives in strategic not operational decision making. CIO's need to encourage their ...
Section: Content | Category: Governance & Planning | Date: Thursday, 28 April 2005 | Hits: 363
Conclusion: When working on intranet and extranet initiatives – especially those involving collaborative applications – IT managers should appreciate that there will always be a significant gap between the views and priorities of IT and those of business unit managers. IT management will often be looking at infrastructure and governance issues, while ...
Section: Content | Category: Governance & Planning | Date: Friday, 31 October 2008 | Hits: 532
Conclusion: The terms “IT” and “governance” are frequently coupled, sometimes glibly and often inappropriately. Indeed, IT governance seems to have a multiplicity of meanings but is generally seen by IT people as a “white knight” in which business user engagement, properly executed, will overcome a troubled IT situation. A broader approach is called ...
Section: Content | Category: Governance & Planning | Date: Monday, 31 August 2009 | Hits: 349
... 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: 464