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Journeys in it governance v2

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Ben Perry

This document discusses establishing good IT governance in municipalities. It outlines common IT challenges such as project overload and a disconnect between IT and business priorities. It defines IT governance as specifying decision rights and accountability to encourage desirable behaviors. The key components of IT governance discussed are decision making groups, policies and standards, processes and methods, and measurement. The document also provides examples of implementing effective IT governance structures and processes at the Town of Aurora, including establishing an executive IT steering committee to prioritize projects aligned with corporate priorities.

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Journey’s in IT Governance MISA Ontario Conference June 14 th 2010 [email_address]
Overview ,[object Object],[object Object],[object Object],[object Object]
About us ,[object Object],[object Object],[object Object]
Some of our recent work ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Everyone wants to be … ,[object Object]
Common current themes ,[object Object],[object Object],[object Object],[object Object],[object Object]
Common current themes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
IT environment has changed … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reality check ,[object Object],[object Object],[object Object],[object Object]
Define IT Governance ,[object Object],[object Object],You must know and be able to articulate what desirable and undesirable behaviors are
Components of IT Governance ,[object Object],[object Object],[object Object],[object Object]
Components of IT Governance ,[object Object],[object Object],[object Object],[object Object],desirable behaviors
Department/IT Alignment
IT governance is about ,[object Object],[object Object],[object Object],[object Object]
[object Object]
IT Governance Mechanisms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Communication senior management announcements, portfolio reporting, formal decisions,
Typical municipal IT governance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some are doing well where… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Changing Attitudes? ,[object Object],[object Object],[object Object],[object Object],[object Object]
IT governance model © MIT Sloan School Centre for Information Systems Research
Governance bodies ,[object Object],[object Object],[object Object],[object Object]
Mapping Accountabilities
Steering Committee Effectiveness The Bad, The Ugly The Good Sometimes large up to 25 members – unwieldy forum for decision making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Steering Committee Alternatives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Aurora: What we did ,[object Object],[object Object]
Key Governance Elements ,[object Object],[object Object],[object Object],[object Object]
Additional Strategy Outcomes ,[object Object],[object Object]
Lessons Learnt ,[object Object],[object Object],[object Object],[object Object],[object Object]
Lessons Learnt ,[object Object],[object Object],[object Object],[object Object],[object Object]
Lessons Learnt ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Questions?
Book recommendations ,[object Object],[object Object],[object Object],[object Object]

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Journeys in it governance v2

Editor's Notes

  1. Why “Journeys” – because implementing governance is never “done” – it’s organic, it grows, morphs, improves – and you need to learn as you go … Other sub-text of this discussion – is you are never too small to implement governance concepts and principles … If you read the books – it’s all about how FedEx or GlaxoSmithKline or the Australian Government implemented Governance. Karen and I are here to tell you that it applies to your organization too. Karen’s experience has been transformative for her as IT Manager, her team and for the Town of Aurora as a whole … and we’ll tell you all about that in a moment.
  2. Our strengths Extensive public sector experience Extensive experience in the development of information technology & GIS strategic plans Multi-disciplinary skills in integrating organizational design, process re-design, technology and change management Significant experience conducting organizational & operational reviews Major change management experience Enthusiasm, pragmatism and leadership skills
  3. IT Governance is a huge trend in the IT industry period … Through the course of our work we do a lot of environmental scans Everyone is tackling or re-tackling governance again Ottawa Edmonton Halifax Peel
  4. Expectation vs. Delivery All municipalities have similar expectations Large or small – similar outcomes - too slow vs. not enough resources Small organizations have Big City expectations / comparisons Demand/project overload (all organizations) Basic commodity infrastructure works – Business Applications is the key area Senior managers feel IT is out of their control “ We know we are failing – what do we need to do differently?” “ Are we getting value for our IT investments?” – how would we know? IT is still a black box (lack of transparency) Senior Managers on SMT represent IT poorly Operating & maintaining existing technologies consume a large % of resources (industry around 70%) Same resources delivering projects are maintaining operations