314 Wie Stuurt Wie, Wat Is It Governance In Het Bedrijfsleven Rob Van Wuijtswinkel


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314 Wie Stuurt Wie, Wat Is It Governance In Het Bedrijfsleven Rob Van Wuijtswinkel

  1. 1. IT Governance in het bedrijfsleven<br />Praktijkervaringen bij KPN en XS4ALL<br />Ronald van Wuijtswinkel<br />1<br />Carolus Management BV<br />11-11-2009<br />
  2. 2. Inhoud<br />Wat is IT Governance?<br />IT Governance implementatie<br />Inrichting en besturing<br />Rol van CIO<br />Bijlage<br />11-11-2009<br />Carolus Management BV<br />2<br />
  3. 3. Wat is IT Governance?<br />Wikipedia: “IT Governance is a subset discipline of Corporate Governance focused on information technology (IT) systems and their performance and risk management”.<br />In 2004 was IT Governance een hype<br />Geen framework aanwezig, geen best practices<br />Als alternatief worden frameworks toegepast:<br />CobiT, ITIL, CMMI en Prince II<br />Sinds 2008: ISO/IEC 38500<br />11-11-2009<br />Carolus Management BV<br />3<br />
  4. 4. IT Governance implementatie (1)<br />11-11-2009<br />Carolus Management BV<br />4<br />Voorspelbare kwaliteit & kosten, <br />transparant en resultaat gedreven<br />Business relevancies<br />Eenvoud<br />50% besparing op jaarlijkse IT uitgaven<br />+ beter ondersteunen van producten en diensten<br /><ul><li>Eenvoudige en kosten efficiënte applicaties en infrastructuur
  5. 5. Eenvoudige organisatie met heldere verantwoordelijkheden
  6. 6. Eenvoudige, efficiënte en consistente processen
  7. 7. Drijft en initieert bedrijfsstrategie
  8. 8. Bedrijfsdoelstellingen bepalen prioriteiten
  9. 9. Nauw interactie tussen business eigenaren en processen</li></ul>Energie<br /><ul><li>High performance organisatie volgens “best practices”
  10. 10. Energieke managers leiden met visie en heldere targets</li></li></ul><li>IT Governance implementatie (2)<br />Processen: Transformeer niet gedocumenteerde en niet-consistente IT processen naar prfoessionele standaarden<br />Leveranciersmanagement & Inkoop: Centraliseer activiteiten van 10+ units die leveranciersmanagement doen en reduceer het aantal IT leveranciers van 5+ naar 1-3 per categorie<br />Infrastructuur: consolideer park van 6000+ servers naar maximaal 1500 in 2 datacenters<br />Applicaties: Migreer huidige landschap naar maximaal 60 key applicaties<br />Off-shoring: Reduceer kosten voor externe dientsverlening met meer dan 30% door toepassing van off-shoring waar mogelijk<br />Personeel: Stuur op prestatiegericht personeel met een hoog niveau qua kennis en vaardigheden<br />Besturing & Organisatie: Centraliseer IT functie en bestuur IT operatiën als een cost center gericht op de business<br />11-11-2009<br />Carolus Management BV<br />5<br />Uitkomst Ambitie<br />7%<br />IT-OPEX vsOmzet<br />&lt;0.5<br />0.5-1.5<br />1.5-5<br />5-15<br />&gt;15<br />0%<br />Omzet<br />-50%<br />
  11. 11. Inrichting en besturing (1)<br />11-11-2009<br />Carolus Management BV<br />6<br />RvB<br />CFO<br />CPO<br />Business Units<br />CIO<br />vraagsturing<br />leveranciersmanagement<br />Information<br />management<br />IT innovatie<br />Outsourcing<br /><ul><li> standaard software
  12. 12. releasemanagement
  13. 13. kennis business
  14. 14. kennis IT
  15. 15. kennis leverancier
  16. 16. bedrijfsprocessen
  17. 17. functionaliteit</li></ul>Outsourcing<br />Gebruikers<br />IT beheer<br /><ul><li> applicatie beheer
  18. 18. infrastructuur</li></ul>demand<br />supply<br />
  19. 19. Inrichting en besturing (2)<br />Oplossing<br />Business – IT alignment<br />Hierarchisch gescheiden<br />Tegengestelde belangen<br />Andere cultuur<br />Information managment<br />Proceseigenaarschap<br />Inrichting aansturing<br />Demand – supply management<br />Operationeel contractmanagement<br />Leverancier die bij je past<br />Samenwerking in development teams (business, IT, leverancier)<br />Snel, flexibel, kortlopend, multidisciplinair<br />IT organisatie integreren in Business unit<br />Begrip creeëren<br />Samenwerking in IT service management teams (business, IT, leverancier)<br />Continue IT verbeteringen<br />11-11-2009<br />7<br />Carolus Management BV<br />Probleem<br />
  20. 20. Rol van CIO<br />Hierarchie<br />Sourcing<br />Vroeger was je hoofd systeembeheerder<br />Later IT directeur<br />Tegenwoordig CIO rapporterend aan RvB<br />Steeds meer zie je CTO of COO<br />Verdwijnt CIO rol?<br />IT is cruciaal voor bedrijfsvoering<br />IT is minder core business, maar commodity<br />IT is business enabler<br />Verleden<br />IT decentraal: operationeel<br />IT centraal: beleid en operationeel<br />IT centraal: beleid en aansturing leveranciers<br />Business & IT centraal: decentrale functionele aansturing<br />Toekomst<br />11-11-2009<br />8<br />Carolus Management BV<br />
  21. 21. Vragen ?<br />9<br />Carolus Management BV<br />11-11-2009<br />
  22. 22. Bijlage<br />11-11-2009<br />Carolus Management BV<br />10<br />
  23. 23. IT Governance observations<br />IT alignment is the highest rated driver and outcome of IT Governance practices. A large majority of our respondents recognise the importance of IT alignment in order to deliver sustainable business results, and feel IT Governance is the best means to achieve this.<br />IT Governance is still very much associated with fulfilling control or compliance requirements ratherthan it being an overarching framework that can be used to enhance the value of IT for the organisation. <br />IT Governance is driven by top management, andis often associated with ‘strong’ CIOs who have the full support of executive management, with a resultant reduction in the risk that the implementation effort will be faced with staff and business management resistance.<br />The benefits of implementing IT Governance are not measured and are difficult to quantify. In many instances the desired benefits are not defined upfront, which makes it impossible to measure them. When the performance of IT Governance practices is measured, some organisations are measuring the Governance process and how it works (performance indicators), but only a small number of them measure hard benefits or the eventual outcome of the Governance practices (outcome indicators). The latter, although a clear minority, have reported the realisation of important benefits, such as cost reductions, improved customer satisfaction and enhanced alignment between IT and business.<br />The IT Governance aspects of outsourcing arrangements are almost exclusively centrally managed by the corporate CIO office. However,most outsourcing arrangements lack appropriate IT Governance considerations.<br />11-11-2009<br />Carolus Management BV<br />11<br />Bron: Onderzoek PricewaterhouseCoopers 2006<br />
  24. 24. Critical Success Factors<br />Senior Management commitment and vision<br />Communication and change management<br />Focus, execute and enforce<br />Define a benefit management system and set achievable targets/expectations<br />Evolution, as opposed to revolution<br />Don’t over-engineer IT Governance<br />IT Governance initiatives are very often instigated by top management of the organisation, hence they certainly have the initial support of senior management. It is important that this support is sustained, and that IT Governance is part of the strategic vision of senior managers. Through this continuous support, expressed by regular follow-up, adequate available resources and support for good IT Governance practices during conflict situations, IT Governance arrangements have substantially better chances for success.<br />In most cases where stronger IT Governance practices are introduced, some level of resistance is encountered. The instances where IT Governance has succeeded, all paid great attention to continued communication, especially when strong resistance was encountered or when exceptions needed to be dealt with.<br />Introducing or improving IT Governance practices requires a well-defined plan. Success will only be achieved if focus is maintained and agreed practices are executed as planned. If technology standardisation is introduced as one of the cornerstones of IT Governance, it is important to stick to this measure against any resistance. Set up a strict exception management process for relevant deviations from standards. This can be seen as a documented and structured mechanism for stakeholders (e.g. project sponsors or business unit management) to state their case and request exceptions.<br />IT Governance is about improving value of IT for the organisation and reducing risk. It is only natural to define the targets of the new or improved IT Governance practices and to measure whether they are achieved or not. Introduction of IT Governance practices without having a system that includes definition of expected benefits and how to measure them is a contradiction in terms.<br />Introducing or improving IT Governance arrangements takes time. Quite often cultural changes or significant changes in procedures (e.g. more formal measures and processes, less discretionary power, more centralisation) have to be introduced, and these require time. It is important to plan carefully and to allow adequate time for the implementation of such measures, as well as allowing sufficient time for the organisation to absorb the changes.<br />IT Governance measures are key to the success of IT within the organisation. However, it is important not to overdo the effort with elaborate multiple committees, overkill in terms of monitoring and reporting, overly complicated processes and templates. An over-engineered<br />11-11-2009<br />Carolus Management BV<br />12<br />Bron: Onderzoek PricewaterhouseCoopers 2006<br />