1. Successfully using standards to engage the relevant people in the organisation Chris van der Weyden CIO & Director, Technology and Educational Development OZeWAI 2007
7. The Skills / Jobs Mismatch Job Pathways University pathway VET pathway No qualifications Current 20% 30% 50% Future 24% 62% 14% Figures from the Centre for the Economics of Education and Training website http://www.education.monash.edu.au/centres/ceet/CEET
18. Is evidenced through with the aim of monitoring & controlling IT investments & associated activities to ensure the delivery of business value from IT Effective ICT Governance Effective IT Governance Maxims Structures Processes Capabilities
19. “ Enterprises that actively design their top-level IT governance arrangements make and implement better IT-related decisions” Gartner “ Effective IT Governance is the single most important predictor of the value an organization generates from IT” Peter Weill and Jeannie W. Ross, IT Governance “ Firms with focused strategies and above average IT Governance had more than 20% higher profits than other firms following the same strategies” Peter Weill and Jeannie W. Ross, IT Governance (Gillies 2005)
20. Theory of Action Theories-in-Use vs Espoused Theory Chris Argyris & Donald Schön Organisational Learning II 1996
29. OGC Best Practice Guidance MSP: Managing Successful Programmes PRINCE2: Projects in Controlled Environments ITIL: IT Infrastructure Library M_o_R: Management of Risk
34. ITIL Characteristics Non Proprietary Applicable to any organization without royalty Non-prescriptive Mature practice framework not methodology Best Practice Continuously refined by practitioners v2 to v3 Good Practice Yesterdays Best Practice is today’s Common Practice
38. Organisational Strategy * prospector * analyser * defender Dimensions of the Organization ALIGNMENT Role of IS/IT in organisation * opportunistic * comprehensive * efficient Sourcing of IT * insourcing * selective sourcing * outsourcing IS Structure * decentralised * federal/shared * centralised View of IT infrastructure * enabling * dependent * utility
39. Strategy Structure & Systems Technology Processes People & Culture Dimension of the Organization
40. IT Governance Archetypes Subhead Text (Weill & Ross 2004) Each individual user. Anarchy IT executives and one other senior manager working together. IT Duopoly Senior Management and organisational groups may also include IT executives. Federal Organisational unit leaders and/or key process owners. Feudal Individual or groups of IT executives. IT Monarchy A group of senior management or individual executives and excludes IT executives acting independently. Executive Monarchy Who Has Decision or Input Rights? Style
41. DEPUTY CEO EXEC. DIRECTOR PROGRAMS 1 Strategic & Profile Planning Regional Campuses: Rosebud & Bass Coast Berwick TEC Centre for Professional Education & Training Practice ( Frankston ) DIRECTOR CENTRE FOR INTEGRATED ENGINEERING & SCIENCE Manufacturing Engineering & Logistics Computer Engineering & Applied Science Electrical, Electronics Engineering NATA Lab, CNC (Dandenong/Berwick) DIRECTOR CENTRE FOR SERVICES & ARTS SERVICES Hospitality Design, Multimedia & Arts Hair & Beauty Food Processing Unit (Frankston/Dandenong) DIRECTOR CORPORATE SERVICES DIVISION (CFO) 2 Financial Services Built Environment Office of Students ( Dandenong ) DIRECTOR CENTRE FOR ADVANCED BUSINESS SKILLS Business & Management Administration & Customer Service Business IT Customer Service ( Berwick/Cranbourne) DIRECTOR CENTRE FOR VOCATIONAL PATHWAYS Language & Cultural Studies inc Indigenous Studies ELICOS ( Dandenong ) DIRECTOR CENTRE FOR SUSTAINABLE TECHNOLOGIES Automotive Technology Building & Furniture, Plumbing Horticulture & CLM Water Operations/ISU ( Frankston/Cranbourne) DIRECTOR TECHNOLOGY & EDUCATIONAL DEVELOPMENT DIVISION (CIO) 3 Educational Development Services Library & Information Management IT Services ( Cranbourne ) DIRECTOR CENTRE FOR INTEGRATED HEALTH & COMMUNITY WELL-BEING Health & Community Care Children’s & Community Services Advanced Professional Studies (Berwick/Frankston) DIRECTOR INTERNATIONAL & ENTERPRISE DIVISION Continuing Education/Short Courses International Student Programs International Projects ( Dandenong ) DIRECTOR ORGANISATIONAL CULTURE & COMMUNICATIONS DIVISION 4 Marketing & Corporate Communications Learner & Community Engagement Human Resource Development ( Frankston ) CEO Board responsibilities 1 Exec Officer, Strategic Development & Monitoring Committee 2 Exec Officer, Resource Management Committee 3 Exec Officer, Audit & Risk Management Committee 4 Board Secretary Italics indicates a commercial business unit – at least one per Centre Campus/LGA responsibilities to be assigned to the Six Centre Directors Chisholm Structure
42.
43. Chisholm Institute Board Resource Management Committee Audit & Risk Management Committee Strategic Development & Monitoring Committee Executive Committee Strategic Business Development Committee (SBDC) ICT Governance Committee (IGC) Board of Studies Chisholm Directors Group (CDG) School / Divisional ICT Steering Committees Quality Management Committee Occupational Health & Safety Committee Council Committees Institute Committees Chief Executive Officer Functional relationship Monitoring relationship Institute Committee Structure
44. IT Services Restructured IT Services Manager Team Leader Change & Procurement Team Leader Information Systems Team Leader Infrastructure Team Leader Client Services Snr Incident Support Officer x 3 Incident Support Officers x 4 Systems Engineer Network Engineer Web Developer .NET Developers x 3 Desktop Engineer Change & Procurement Officer Departmental Assistant 0.4 Training Coordinator
45. PRINCE2 Governance Structure ICT Governance Committee Project Board Senior User Executive Senior Supplier Team Leader Project Manager Project Support Project Assurance Lines of authority Assurance Lines of guidance From the supplier From the customer
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