6. How IT Governance can help companies
Illuminating the black box
A good way to start would be using IT governance in day-to-day operations rather than relegating it to the back burner as theoretical concept. IT today is a business and you’ve to manage it like a business.
Effective IT governance relies on control, compliance and alignment. Control gives real-time visibility into IT transactions and projects, consistent and repeatable processes, and reliable metrics. While compliance provides comprehensive data capture, an automatic audit trail as well as transparent IT operations.
Alignment is most critical of the three as it prioritises projects to reflect business needs and objectives. It’s really about making sure that IT and businesses are working hand-in-hand and that you’re working on the right priorities and projects to drive up the true value.
The nuts and bolts
The IT governance process begins with demand management that fulfils two distinctive needs: day-to-day and strategic. “Good IT governance means having processes and efficiencies in each of these areas, but as importantly, making sure that each area collaborates and understands the upstream and downstream.”
The Four starting points of the journey to good IT governance: portfolio management, project visibility and control, IT service automation and application change management.
Having poor portfolio management is a liability, as the lack of a clear and consolidated view is catalyst to the squeaky wheel syndrome, where executives who shout the loudest bulldose their way through. Such unmethodical processes are never to the organisation’s best interest.
IT governance eliminates the emotional factor and returns objectivity to the decision-making process.
Implementing IT governance through a front-door approach would consolidate all incoming demand in an automated management application, letting light into the black box of IT. 30 to 40 percent of all communication between the end-users and IT are just status updates.
A good way to start would be using IT governance in day-to-day operations rather than relegating it to the back burner as theoretical concept. IT today is a business and you’ve to manage it like a business.
Effective IT governance relies on control, compliance and alignment. Control gives real-time visibility into IT transactions and projects, consistent and repeatable processes, and reliable metrics. While compliance provides comprehensive data capture, an automatic audit trail as well as transparent IT operations.
Alignment is most critical of the three as it prioritises projects to reflect business needs and objectives. It’s really about making sure that IT and businesses are working hand-in-hand and that you’re working on the right priorities and projects to drive up the true value.
The nuts and bolts
The IT governance process begins with demand management that fulfils two distinctive needs: day-to-day and strategic. “Good IT governance means having processes and efficiencies in each of these areas, but as importantly, making sure that each area collaborates and understands the upstream and downstream.”
The Four starting points of the journey to good IT governance: portfolio management, project visibility and control, IT service automation and application change management.
Having poor portfolio management is a liability, as the lack of a clear and consolidated view is catalyst to the squeaky wheel syndrome, where executives who shout the loudest bulldose their way through. Such unmethodical processes are never to the organisation’s best interest.
IT governance eliminates the emotional factor and returns objectivity to the decision-making process.
Implementing IT governance through a front-door approach would consolidate all incoming demand in an automated management application, letting light into the black box of IT. 30 to 40 percent of all communication between the end-users and IT are just status updates.
Equally as undisciplined is the disjointed process of managing change to enterprise applications. When such processes are poorly documented, there is no effective way to ensure compliance, potentially resulting in error-riddled deployments that require extensive and disruptive reworking. The situation can escalate when problems crop up in systems with direct access to production environments, risking breakdowns to vital systems.
posted by zeSt @ 4:19 AM
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