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Governance Maturity Assessment Report Governance Maturity Assessment Report Presentation Transcript

  • Governance Maturity Assessment Results
  • Discussion Topics IT Governance – What is it and why is it important? – Maturity assessment approach – Assessment results – Recommended actions 2
  • What is IT governance … why is it important? IT Governance ensures IT supports business needs – Aligns IT services and spending Business with business priorities Focus – Integrates IT through the use of common architectures – Lowers costs by requiring conformance with standards IT Focus – Verifies the line-of-sight between business and IT to ensure everyone is working to accomplish the same goals Governance deficiencies typically result in higher IT costs, lower quality and less timely service delivery 3
  • Purpose for governance maturity assessment IT Business Governance Process Governance maturity was assessed to: – Identify current maturity levels – Realize the effects of governance deficiencies … – and to create a compelling case for improvement 4
  • The maturity assessment approach Survey of manager and director-level leaders Findings – scoring and feedback are summarized and framed within governance lifecycle Recommendations are based on findings 5
  • The assessment survey addressed five governance sections 5. Organizational Learning 4. Procurement Supporting Implementation and Delivery 3. Implementing Strategies and Business Plans 2. Strategic Thinking and Business Planning 1. Organizational Framework & Business Context Questions Initial Repeatable & Intuitive Defined Process Managed, Measurable Optimized • Explicit role definitions • Governance committees • Key organizational roles covering enactment of • Flexibility and co- • Governance processes / forums exist and defined in functional business processes ordination of roles in are not defined Does the organization's perform key functions terms; forums have • Well-established funding order to deliver business • Governance roles and governance framework fully such as budget and cost formalized charters and resource allocation improvements responsibilities have not encapsulate key management, quality • Some top-to-bottom mechanisms, reflecting • Widespread use of been defined committees, roles, management alignment among forums alignment with business strategy, cluster and • Governance is not processes and • Policy framework • Policy framework well priorities improvement teams performed in explicitly- organizational controls? covering regulations and established & relevant • Policy framework within the business, chartered bodies / essential legislative policies & procedures sufficiently robust to deal focused on improving forums requirements defined with crosscutting delivery initiatives • Business operations • Performance measures • Performance measures Does the organization have (service delivery) and rationalized in terms of are not defined for • Measures of all key a complete approach to projects are monitored framework components, • Performance business operations business processes and performance and reported on e.g. Balanced Scorecard management processes processes (service services regularly taken management, supported • Measures tend not to • Performance measures fully integrated within the delivery) • Some success at by an explicit framework relate readily to used to track and rectify business planning • Projects monitored and relating measures to and established reporting organizational goals and deviations, and lifecycle reported only in business drivers mechanisms? key performance understand areas of qualitative terms indicators. weakness • Architecture models are • Robust architectures Are architectures defined • No common models the ‘common language’ support ‘what if’ scenario • Some models exist and • Process, data, and maintained that exist of the organization planning are used to context application and represent both business • References to business • Architectures consist of • Models are ‘active’ in the projects and technology organizational models and technological and technology high-to-low layered sense that, as business solutions in general exist and are used to dimensions of the constructs are intuitive frameworks that enable and technology change, terms plan and scope projects organization? and approximations disparate perspectives to they change to provide relate to one another accurate representations • Staff training focusing on Are staff development and • Training requirements • Formal staff appraisals in • No formal mechanisms standard courses training significantly are reviewed regularly place and development • Roles reviewed in exist for personnel • Some training and influenced by review, and the organization plans agreed for all staff relation to new business development development plans feedback and other forms assures that training • Formal business processes and • Appraisal / feedback is established aimed of organizational reflects Best Practice facilitation of learning organizational transitions not reliably provided towards commonality of learning? guidance and growth approach 6
  • The assessment findings reveal overall maturity to be at level 2 ‘Repeatable and Intuitive’ 4. Procurement 1. Organizational 3. Implementing Policy, Supporting Framework & 2. Strategic Thinking and Strategies and Business Implementation & 5. Organizational Business Context Business Planning Plans Delivery Learning 1A 1B 1C 1D 2A 2B 2C 2D 2D 3A 3B 3C 3D 3E 4A 4B 4C 4D 5A 5B 5C 5D Question Average 1.3 2.7 1.8 2.3 1.8 1.9 2.3 1.9 1.9 2.4 2.4 1.8 2.3 1.6 1.7 2.2 1.8 2.1 2.2 2.1 2.4 2.3 Section Average 2.0 2.0 2.1 1.9 2.3 Overall Average 2.0 Optimized (5) Focus on process • Advanced & forward looking of governance improvement issues & solutions Managed & Measurable (4) • Full understanding at all levels Process measured and • Monitor & measure compliance with controlled procedures & process metrics • Fully operationalized governance structure Defined Processes (3) • Governance understood & accepted • Participation & responsibilities agreed Process characterized, fairly well to by all stakeholders understood • Governance support organization functional Repeatable & Intuitive (2) • Processes follow a consistent pattern Can repeat previously mastered tasks • Beginning to define standards for processes & technical architecture Initial (1) • Processes are ad hoc and disorganized Unpredictable and poorly controlled • Recognized governance issues exist & need to be addressed Source: IT Governance Institute Maturity level 2 indicates that some governance skills have been accomplished 7
  • Assessment findings and recommendations were framed on a governance lifecycle Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies •Convey an enterprise vision •Establish standards based •Ensure architecture and •Maintain knowledge and skills vs. vendor specific policy conformance •Target business processes architectures •Set service levels for improvement •Require business cases •Establish IT policies, •Monitor service levels •Institute demand planning standards and procedures •Evaluate proposals for enterprise integration •Add and retire applications & •Establish investment priority •Develop technical reference services guidelines models (Reference •Consider both top-down and Architectures) bottom-up opportunities •Establish IT value metrics •Require visible ownership of initiatives 8
  • Issue escalation and infrastructure maintenance are essential components of governance Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure 9
  • Governing IT requires collaboration of business and technology leaders at several organizational levels Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Align Business and IT Recommendations • Charter* strategic, tactical and operational governance forums integrated across the enterprise • Develop enterprise-level business vision • Establish and communicate IT goals and strategies • Initiate demand planning • Define framework for Service Level Agreements • Provide guidance and oversight for programs • Do not devolve into problem solving *Charter includes mission, scope, authority, schedule, guiding principles, structure and membership, roles and responsibilities 10
  • Establishing architectures and policies promotes IT consistency and integration Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Establish and Maintain Architectures and IT Policies Recommendations • Develop architectures that represent the business and technical dimensions • Context existing IT applications within the architectures to identify overlaps, gaps and integration opportunities • Use architectures to target improvement, scope initiatives and evaluate compliance • Establish and communicate IT standards and policies 11
  • A common understanding of funding strategies and criteria is needed across the enterprise Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Sponsor and Fund Initiatives and Services Recommendations • Set the tone for architecture compliance • Target and scope improvement within architecture context • Require proposals to comply with architectures and policies • Allocate funding to proposals supporting IT strategies – but allow for ‘bottom up’ opportunities • Require business cases and active sponsorship 12
  • Service delivery depends on management of capabilities and the IT portfolio Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Manage Capabilities and IT Portfolio Recommendations • Identify the core capabilities needed to develop and deliver services • Establish ‘make / buy’ decision criteria for core vs. non-core capabilities • Plan to migrate from non-standard technologies • Empower technical providers to manage computing assets in areas of inventories, hardware and software versions 13
  • Procedures are needed to escalate and resolve issues - across governance layers Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Escalate and Resolve Issues Recommendations • Define issue escalation and resolution process • Clearly define managers’ responsibilities to rule in specific areas • Define how unresolved issues can be escalated – without retribution 14
  • Future infrastructure requirements must be planned and funded Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Maintain Infrastructure Recommendations • Institute demand planning to anticipate and respond to future infrastructure requirements • Provide funding for infrastructure management 15
  • Summary of recommended actions Charter strategic, tactical and Develop and use architectures to Establish executive metrics linked operational governance committees target and scope improvements, to operational measures across the enterprise evaluate compliance Identify and manage the core Integrate governance across capabilities needed to develop and committees Require proposals to comply with deliver services Assign roles and responsibilities to architectures and policies committee members Require business cases and active Initiate demand planning sponsorship Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Define issue escalation and Empower technical providers to resolution process manage computing assets Clearly define managers’ Provide funding for infrastructure responsibilities to rule management Define how unresolved issues can be escalated 16
  • Governing IT requires collaboration of business and technology leaders at several organizational levels •Senior business and IT •Corporate business direction Governance Board •Goals and strategies •Approve architecture, policies, Quarterly funding plans OpCo Business Issue Management Architecture Steering Steering Program Office Governance Committee Committee Integration Monthly Architectures: •Business and IT •Monitor, measure & report on •Business •OpCo business direction service delivery performance •Applications •Sponsor and fund initiatives •Oversee initiatives •Infrastructure •Ensure integration •Information •Accountable for service •Security delivery performance Service Providers Internal and External •Responsible for service delivery •Manage computing assets •Manage change control 17
  • Backup Slides 18
  • Summary of recommended actions Charter strategic, tactical and operational governance committees across the enterprise Integrate governance across committees – Business direction, demand planning, service request, issue escalation etc. Assign roles and responsibilities to committee members Develop and use architectures to target and scope improvements, evaluate compliance. Require proposals to comply with architectures and policies Identify and manage the core capabilities needed to develop and deliver services Ensure that projects have sponsors, business cases and are properly managed Measure performance – Establish meaningful executive metrics that relate to priority business applications and other investments – Use operational and executive-level milestones to track initiatives Empower technical providers to manage computing assets – Inventories, hardware and software versions 19
  • Governing IT requires collaboration of business and technology leaders at several organizational levels Strategic Tactical Performed by executive IT and business Performed by senior IT & business leaders leaders – driven by the business at the enterprise and business unit level – Set strategic vision and direction (at the – Create operational guidelines, policy, and What gets theme level), ensure it is communicated and decision criteria refreshed appropriately done – Create and manage overall transformation – Define & approve high level funding plan allocations – Guide funding decisions (project by project) – Define major transformation milestones – Arbitrate directional / project priority issues – Ensure anticipated / required results are – Ensure integration of initiatives across the achieved enterprise Performed by senior IT managers and IT Performed by IT architects and line IT architects management How it – Set architectural principles – Create and manage design and gets done – Set the tone for architecture compliance implementation guidelines and rules – Validate adherence and compliance to the direction – Create and manage architecture/technology plan 20
  • Governance – Big Rules • Separate what gets done from how it gets done – business drives the “what”; IT drives the “how” • Senior managers must set a tone for compliance – enforcement of compliance should be built into the project lifecycle • Project priority decisions should be guided by a multi-year plan with budget cycle draw-downs • Project decisions should be made within a priority framework built around higher-level business themes and established by business and IT executives 21
  • Summary of recommended actions Reconfirm Business and IT Alignment, Revise Architectures Establish and Sponsor and Manage Align Business Maintain Fund Initiatives Capabilities and and IT Architectures and Services IT Portfolio and IT Policies Escalate and Resolve Issues Maintain Infrastructure Charter strategic, tactical and operational governance committees across the enterprise Integrate governance across committees – Business direction, demand planning, service request, issue escalation etc. Assign roles and responsibilities to committee members Develop and use architectures to target and scope improvements, evaluate compliance. Require proposals to comply with architectures and policies Identify and manage the core capabilities needed to develop and deliver services Ensure that projects have sponsors, business cases and are properly managed Measure performance – Establish meaningful executive metrics that relate to priority business applications and other investments – Use operational and executive-level milestones to track initiatives Empower technical providers to manage computing assets – Inventories, hardware and software versions 22