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Governance & Planning

Over the New Year the broadband forum, Whirlpool, conducted a survey of user attitudes to broadband services in Australia. There were many respondents, and Whirlpool has cleaned up the obvious faults in online surveys; so the results, though not be market research perfect, are a biopsy of what users think about the broadband service they are getting.

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Conclusion: The fractious and partisan dispute over Australia’s broadband is not educational, but it is informative, particularly for those IT executives developing a business case. Indeed, the entire public debate over broadband is dressed as a business case; that is, broadband offers a vital channel to future productivity. Or does it?

Perspective and context are required to understand what productivity gains technology can deliver. In the arguments over broadband, facts are disputed; the interpretation of tables and the consequences of policies all muddle perspective. Therefore, to understand the situation, and be able to make decisions, it’s necessary to return to the basic facts and then examine how the data is compiled, so that the logic of a business case is based on unbiased material.

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Conclusion: Establishing a Portfolio Management competency is now commonly regarded as best practice for organisations seeking to gain maximum benefit from their investment in IT. Whilst there is growing interest in this practice, many who attempt it are likely to fail, or at the very least find that it won’t deliver the expected outcomes.

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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 business unit will cooperate and contribute resources and expertise to the organisation when requested. It is axiomatic that failure to cooperate in the governance, or decision making, processes will frustrate efforts to get the best outcomes for the organisation.

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Conclusion: Initially oriented towards IT auditors and control professionals, COBIT1 has matured into a broadly-based governance framework capable of being used by board members and C level executives, such as COOs and CFOs, when seeking to understand and effectively harness IT capabilities. Importantly however, in its new form COBIT also provides a valuable reference guide for the CIO and his or her staff, when wanting to establish a sound framework upon which to improve IT performance at all levels.

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Conclusion: Portfolio Management is a process that allows management to prioritise and manage its portfolio of projects. The more progressive organisations within IT are finding that this approach needs to be modified in order to manage the different project types that are associated with competitive edge and strategic advantage business initiatives.

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It is imperative, when going to the market for any kind of enterprise software solution, that the tender document includes an IT Enterprise Architectural Blueprint to which a prospective supplier’s solution must conform. This ensures adherence to the technology standards which underpin the enterprise IT business solutions, greatly facilitating the development, implementation and support functions.

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It was also evident that a number of business and IT staff (some quite senior) who had been involved throughout the acquisition and specification process had growing concerns about the process and the path that the project was taking. However, these people had chosen to remain silent, largely it would seem in deference to Mr. H’s ebullient and fearsome style.

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Conclusion: Convergence has been an idea on the horizon for so long that it barely stirs much interest. Even so, various moves and technological changes, have brought convergence front and centre again, and with it new opportunities for organisations.

Once technological difficulties precluded the implementation of services through convergent media networks but now that challenge is no longer a problem. Various types of handsets and choices of networks for reliability and speed mean it is possible to deliver data and media services at economically affordable prices.

The outstanding issues remain the evolution of business models and applications to markets. IT executives can and should be involved in and promoting the growing potential of convergence to their organisation.

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Conclusion: In the IBRS Trends forecast for 2007, we stated that governments would adopt a new approach to e-government, “moving it from being simply a ‘publishing medium’ to it becoming a true extension of its service arm.”

The purpose of this paper is to examine where the new approaches are taking form as they evolve over 2007. Governments consider their policy options and how they will be delivered well in advance which means that while developments may be emerging, not all will be apparent to users by December 2007.

In the last twelve months Australian and New Zealand governments have been expounding their revised strategies and taking action to fulfil their policy vision. In IBRS’s view governments could adopt a number of basic processes. These processes should be integrated in the implementation of the plans so as to achieve the objectives.

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In the News

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Australia can build a culture of employee-led innovation - DropEverything - 24 July 2020

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Outdated work from home policies bog down Aussie businesses - Computer Reseller News - 6 April 2020

IBRS analyst Dr. Joseph Sweeney provides best practice-advice on working from home in the current pandemic situation. Dr. Joseph Sweeney discusses current working from home policies which are...
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Centrelink crashes under demand for crisis payments - Australian Financial Review - 23 march 2020

IBRS workforce transformation advisor Joseph Sweeney said many government departments had to navigate difficult IT environments that were only part-way through their digital transformations, with...
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Inside EY's security work at ANZ - Australian Financial Review - 3 March 2020

"There is more security work to go round than there are resources. So I don't think the market is that crowded. It's important to remember that security is not something you buy and then it's done;...
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