Enterprise Governance in Web 2.0 World Overview


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Enterprise Governance is a framework that was created by the Enterprise Governance Working Group at BearingPoint, Inc and continued at Deloitte Consulting. Enterprise Governance is a well-define set of processes, procedures, and feedback mechanisms for more effectively governing large scale enterprises. Enterprise Governance leverages the power of crowd sourcing to solicit and elicit input from the enterprise at large. This presentation was given as a series of lecture at Virginia Commonwealth University School of Business.

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  • Enterprise Governance, Risk, and Compliance
  • Why is it important?Talk about the C-Level Officers and there alignment
  • Joe Cipolla to address the organizational constructs.
  • · Analyze IT’s value streams. A value stream is a high-level logical process model thatorchestrates how capabilities work together. IT’s business delivery value stream from businessconcept to running solution is lengthy and complicated. Other IT value streams such asnew technology innovation and service management go largely unexamined. Organizing ITcapabilities into the major IT value streams they support helps IT executives analyze issuesJuly 15, 2010 | Updated: July 19, 2010 © 2010, Forrester Research, Inc. Reproduction ProhibitedIT Capability Maps Help CIOs Manage IT Like A Business 4For Enterprise Architecture Professionalsand illuminates problem areas that need more management attention or additional investment(see Figure 2). Additionally, capabilities can be decomposed into lower-level activities toenable a more detailed examination of their business process model (see Figure 3). Lower-levelcapabilities can then be promoted up to expand the core capability map.· Improve IT’s processes. IT’s value chain most often includes many indirect players frommultiple parts of the organization. Architects, capacity planners, and portfolio managersare all examples. Mapping the organizational structure to IT’s capability map identifiesthe organizational overlap at a functional level. This can help IT executives reassess theirorganizational model as well as identify where processes need to be defined in more detail.· Direct IT’s investments. Most CIOs have precious little budget to invest in IT organizationalimprovements such as process redesign, leadership development, and technology training.Often, available budget is distributed evenly across the organization. This occurs because CIOsdon’t have a good methodology to assess where funding would most affect IT performance.CIOs can quickly do a traditional heat map assessment of IT capabilities to point out the rightareas for improvement.· Identify outsourcing and partnering opportunities. Successful outsourcing and partnershipdevelopment takes time and focus. Frequently, IT looks at outsourcing or partnerships to solvean immediate budget problem, often leading to a less-than-desirable outcome. Having a clearunderstanding of the range of opportunities allows IT executives to be proactive and to act morestrategically. The IT capability map can be organized into three basic groups — core capabilitiesthat are critical to IT’s success, commodity capabilities that are opportunities for outsourcing,and competency capabilities where IT has made significant investments in skills and technology— to drive a strategic discussion on how to deliver services (see Figure 4).
  • What We ThinkIt isn't just “IT Governance” anymore. You have to have IT Governance as an integral part of Corporate Governance. Corporate officers should be proactive in setting up a Corporate Governance model that assumes accountability for major IT decisions.Just as in other areas of Corporate Governance, corporate officers should set “policies” and define “control objectives” to provide direction and to understand and monitor the business value of their IT spend.It takes more than a change in technology to improve IT performance. We work with clients to adjust their approach to information management and move it to a higher level of maturity to achieve business, budget and productivity gains.We can advise a client on how to change its internal operational model to one that takes better advantage of technology, making it more flexible, responsive and more integrated with the overall enterprise objectives.Governance is just one component of an optimal IT strategy, but governance is the key to getting it right.
  • Karen Cole to talk about Enterprise Risk Management
  • Enterprise Governance in Web 2.0 World Overview

    1. 1. Enterprise Governance Overview Governance in an Enterprise 2.0 World Michael E. Ruiz CTO, Net-Enabled Operations Deloitte Consulting, LLP
    2. 2. Purpose of this session To provide you an overview and an overarching construct for the topics addressed in this module To introduce to you a complex topic that is becoming more and more important in the both the public and private sector -2- Enterprise Governance Overview final.pptx To challenge you to think about your company and your mentor’s company in a more holistic way as it pertains to managing IT as the integral part of the business.
    3. 3. -3Enterprise Governance Overview final.pptx Agenda
    4. 4. What is Enterprise Governance? Management or Technology
    5. 5. Many Types of Governance – Corporate Governance  Corporate governance is the set of processes, customs, policies, laws, and institutions affecting the way a corporation (or company) is directed, administered or controlled. ... en.wikipedia.org/wiki/Corporate_governance  Corporate governance comprises the long-term management and oversight of the company in accordance with the principles of responsibility and transparency. The German Corporate Governance Code sets out basic principles for the management and oversight of publicly listed companies. www.annualreport2008.bayer.com/en/glossary.aspx  the practices, principles and values that guide a company and its business every day, at all levels of the organization. investor.colgatepalmolive.com/glossary.cfm  The framework of how directors and management perform their respective duties to add and create shareholder value. www.dayarayan.info/english-Glossary%20.php  setting up of processes guaranteeing transparent information, an equal treatment of all shareholders and a balanced level of the power of decision shared between the company's management and its shareholders. www.societegenerale.com/en/node/7/c  The system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the organization, such as the Board, managers, shareholders and other stakeholders, and spells out ... www.interpraxis.com/glossary.htm  The management of the business, the supervision of that management, the rendering of account thereon and the way in which stakeholders can influence decisions. www.kendrion.com/en/Investor-Relations/Glossary.aspx  Set of rules and relations referring to the company administration, ownership structure and management efficiency to reach the company targets. investors.benettongroup.com/phoenix.zhtml  Code of [behavior] that defines guidelines for the transparent management and control of companies. It creates transparency, strengthens confidence in the company management and in particular serves the protection of the shareholders. www.ir.airberlin.com/glossar.php  Process of directing and controlling agencies. www.finance.gov.au/Publications/annual-reports/annualreport99-00/gloss.htm  This refers to the way in which the Department is directed and controlled in order to achieve its strategic and operational goals. The control environment makes the organization reliable in achieving its goals and objectives within an acceptable degree of risk. ... education.qld.gov.au/strategic/eppr/legal/lgspr007/definitions.html  Refers to the way a company is run. In the wake of disasters such as Enron and WorldCom, the market is keen to see companies have the right checks and balances in place to avoid wholesale fraud or abuse of office. www.thefti.com/glossary.html  An instrument which is required by professional financial analysts and investors when performing modern company analysis. It can also redress current deficits in the traditional valuation processes particularly in respect of growth values. ... www.patrizia.ag/en/investor_relations/service_contact/glossary.html  Describes how companies are run and managed. The relationship between the different company organs (AGM, board and CEO) is at the heart of corporate governance. www.ap3.se/sites/english/aboutus/Pages/Glossary.aspx
    6. 6. Many Types of Governance – IT Governance Information Technology Governance, IT Governance is a subset discipline of Corporate Governance focused on information technology (IT) systems and their performance and risk management. ... en.wikipedia.org/wiki/Information_technology_governance Consists of the leadership, organizational structures, and processes that ensure that the enterprise's information technology sustains and supports the organization's strategies and objectives. www.theiia.org/guidance/standards-and-guidance/ippf/standards/full-standards/
    7. 7. Starting to get to the heart of the matter Enterprise Governance of IT: Achieving Strategic Alignment and Valu By: Van Grembergen, Wim; De Haes, Steven Enterprise governance of IT is a relatively new concept that is gaining traction in both the academic and practitioner worlds. Going well beyond the implementation of a superior IT infrastructure, enterprise governance of IT is about defining and embedding processes and structures throughout the organizations that enable both business and IT people to execute their responsibilities, while maximizing the value created from their IT-enabled investments. At the forefront of the field, the authors draw from years of research and advising corporate clients to present the first comprehensive resource on the topic. Featuring numerous case examples from companies around the world, the book integrates theoretical advances and empirical data with practical application, including in-depth discussion of such frameworks as COBIT and VALIT, which are used to measure and audit the value of IT investments and ensuring regulatory compliance. A variety of elements, including executive summaries and sidebars, extensive references, and questions and activities (with additional materials available on-line) ensure that the book will be an essential resource for professionals, researchers, and students alike.
    8. 8. Enterprise Governance is the integrated set of processes and procedures used by an organization and its stakeholders to control, direct, or strongly influence the actions and conduct of the aggregate organization through the use of policy and / or directive in an agile and collaborative manner
    9. 9. Why is it important?
    10. 10. The Need for Enterprise Governance  Enterprise of Enterprises  Public Sector Example  Private Sector Example President of United States Director of National Intelligence Department of Defense Intelligence Community Support to DoD Department of the Army Department of the Air Force Department of the Navy NGA NSA / CSS NRO … United States Marine Corp INSCOM AIA ONI Defense Intelligence Agency - 11 - Enterprise Governance Overview final.pptx DoD Support to the Intelligence Community
    11. 11. How is Enterprise Governance different? Many different approaches
    12. 12. - 13 Enterprise Governance Overview final.pptx Forrester’s IT Capability Map
    13. 13. - 14 Enterprise Governance Overview final.pptx HP’s Enterprise Governance Model
    14. 14. - 15 - Enterprise Governance Overview final.pptx Calder-Moir IT Governance Framework
    15. 15. The Parts of Enterprise Governance From Reference Model to Implementation
    16. 16. - 17 - Enterprise Governance Overview final.pptx The Enterprise Governance Reference Model
    17. 17. The Enterprise Governance Process is a series of actions or operations linking the enterprise functional areas, in order to enable an economic organization to control, direct, or strongly influence the actions and conduct of the underling organization through the use of policy and / or directive.
    18. 18. The Governance Process is the series of steps that represents the primary flow of information between process functions. (Smith, 2007) Feedback Loop is the series of steps that supply understanding / insight to a providerfunctional area based on the consumer-functional area’s usage of the given information. (Smith, 2007) - 19 - Feed-forward Loop is the series of steps that manage expectations between functional areas. (Smith, 2007, pp. 51-52) Enterprise Governance Overview final.pptx Process Loop
    19. 19. The Enterprise Governance Lifecycle is the series stages (Plan, Mobilize, Execute, Measure, and Improve) by which each the Enterprise and the Enterprise Functional Areas evolves and aligns.
    20. 20. The Governance Lifecycle Plan Mobilize  Vision, Mission, Goals, Objectives, and/or Milestone  Find resources human capital, technical, facilities, training  Schedule, Budget, Priorities  Prepare to execute  Define Key Performance Indicators and Measures of Effectiveness  Conduct operation  Measure Execute to the plan   Improve Collect Metrics based on the execution of operations  Analyze collected metrics  Make recommendation for improvement  Be critical Validate the results - 21 - Enterprise Governance Overview final.pptx Execute
    21. 21. Policy Process interoperation between the functional areas is based on policy, directive, and supporting artifacts; a well-define mechanism of definition, implementation, enforcement, and reporting is required in successful governance
    22. 22. The Policy Process   policies must be implementable and enforceable policy is different than value Implement   Enforce requires communication  requires a continuous of the new policy monitoring, snapshot enforcement is not requires enforceable sufficient implementation - 23 - Report  the mechanism by which policy is communicated to next level in the enterprise Enterprise Governance Overview final.pptx Define
    23. 23. - 24 Enterprise Governance Overview final.pptx Bringing it all together
    24. 24. Enterprise Functional Areas A detailed look
    25. 25. Strategy
    26. 26. Strategy Conventional Wisdom  Traditional Strategy Approaches • Porters Five Forces • SWOT Analysis  Strategy Maps • Balanced Scorecard  Blue Ocean Strategies • Strategy Canvas Challenges Associated with Execution  Adoptability - 27 - Enterprise Governance Overview final.pptx  Limitation of Top-Down design
    27. 27. Enterprise Architecture
    28. 28. Enterprise Architecture Conventional Wisdom  Architectural Frameworks • DoDAF vs. FEAF • TOGAG • Zachman  Tools • System's Architect • Rational • Metis • Mega Challenges Associated with Execution  Not actionable nature - 29 - 29 Enterprise Governance Overview final.pptx  Typically a Snap shot of the organization
    29. 29. Enterprise Governance Overview final.pptx - 30 -
    30. 30. Portfolio Management
    31. 31. Enterprise Governance Overview final.pptx - 32 -
    32. 32. Project Management
    33. 33. Enterprise Governance Overview final.pptx - 34 -
    34. 34. Enterprise Service Management
    35. 35. Enterprise Governance Overview final.pptx - 36 -
    36. 36. References – Enterprise Governance Gupta, P., (2007). Six Sigma Business Scorecard. New York: McGrawHill. Mauborgne, R., (2005). Blue Ocean Strategy. Boston: Harvard Business School Press. Kaplan, R., & Norton, D. (2004). Strategy Maps. Boston: Harvard Business School Press. Scott, J., Cullen, A., & An, M. (2010). IT Capability Map Help CIOs Manage IT Like a Business Forrester Research, Inc Smith, R. F. (2007). Business Process Management and the Balanced Scorecard. Wiley-Interscience. Tapscott, D., & Williams, A. D. (2008). Wikinomics: How mass collaboration changes everything Portfolio Hardcover.
    37. 37. Copyright © 2011 Deloitte Development LLC. All rights reserved.