The presentation will begin at 12PM EST and discuss IT governance. IT governance refers to the rules and regulations that govern an IT department and ensure compliance. Good IT governance provides several benefits, including standardized processes, maximized IT investment returns, and alignment between IT and business objectives. The presentation will cover IT governance definitions, frameworks like COBIT and ITIL, and take questions from the audience.
It governance practices and enterprise effectiveness in zimbabwe a case of a ...Alexander Decker
This document discusses IT governance practices at a Zimbabwean bank. It provides background on the bank's board structure and commitment to corporate governance. It then reviews literature on IT governance, defining it as the processes and structures used to direct IT investments and ensure IT supports business objectives. The research method examines IT governance effectiveness at the bank through interviews with senior managers and document review. Key findings show the bank has centralized IT decision-making and a Chief Information Officer to provide strategic direction, and that senior management involvement contributes to enterprise effectiveness.
This document provides an overview of IT governance and describes how to audit IT governance. It defines IT governance as the leadership, structures, and processes that ensure an organization's IT supports its strategies and objectives. The document outlines key elements of IT governance including strategic alignment, value delivery, risk management, resource management, and performance measurement. It also discusses benefits of IT governance, common frameworks, the role of internal audit, and current trends in auditing IT governance with a focus on higher education institutions.
Understanding COBIT 5.0 (IT Governance) by Mr. Avinash Totade
President of Information Systems Audit and Control Association (ISACA) UAE Chapter
OpenThinking Day 2012
Corporate governance of INFORMATION TECHNOLOGY (IT)Osman Hasan
This document provides an overview of corporate governance of information technology (IT). It discusses key topics such as the difference between IT governance and IT management, principles of IT governance, and common frameworks used for IT governance including ISO, COBIT, and CMM. The primary goals of corporate governance of IT are to ensure IT generates business value, oversee management's performance, and mitigate risks associated with IT use. Frameworks help organizations implement effective IT governance through processes, structures, and communication approaches.
What Every Executive Needs To Know About IT GovernanceBill Lisse
IT governance provides the structure for determining organizational IT objectives and monitoring performance to ensure objectives are met. It specifies decision rights and accountability to encourage desirable behavior in IT use. Effective IT governance involves business process owners, evaluates performance against business requirements, and considers components like competitive advantage, risk management, and performance measurement.
The document provides information about an upcoming training on IT Governance to be delivered by Goutama Bachtiar. It includes details about the trainer's background and experience in IT advisory, consulting, auditing, and education. The training objectives are to address key knowledge areas related to IT Governance domains such as framework, strategy alignment, value delivery, risk management, and performance measurement. The targeted participants are corporate and IT management, IT auditors, and senior IT management. The training agenda covers various topics around governance vs management, frameworks, strategy, value, risk, performance and more. It also discusses the ISACA CGEIT certification domains that the training maps to.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
The presentation will begin at 12PM EST and discuss IT governance. IT governance refers to the rules and regulations that govern an IT department and ensure compliance. Good IT governance provides several benefits, including standardized processes, maximized IT investment returns, and alignment between IT and business objectives. The presentation will cover IT governance definitions, frameworks like COBIT and ITIL, and take questions from the audience.
It governance practices and enterprise effectiveness in zimbabwe a case of a ...Alexander Decker
This document discusses IT governance practices at a Zimbabwean bank. It provides background on the bank's board structure and commitment to corporate governance. It then reviews literature on IT governance, defining it as the processes and structures used to direct IT investments and ensure IT supports business objectives. The research method examines IT governance effectiveness at the bank through interviews with senior managers and document review. Key findings show the bank has centralized IT decision-making and a Chief Information Officer to provide strategic direction, and that senior management involvement contributes to enterprise effectiveness.
This document provides an overview of IT governance and describes how to audit IT governance. It defines IT governance as the leadership, structures, and processes that ensure an organization's IT supports its strategies and objectives. The document outlines key elements of IT governance including strategic alignment, value delivery, risk management, resource management, and performance measurement. It also discusses benefits of IT governance, common frameworks, the role of internal audit, and current trends in auditing IT governance with a focus on higher education institutions.
Understanding COBIT 5.0 (IT Governance) by Mr. Avinash Totade
President of Information Systems Audit and Control Association (ISACA) UAE Chapter
OpenThinking Day 2012
Corporate governance of INFORMATION TECHNOLOGY (IT)Osman Hasan
This document provides an overview of corporate governance of information technology (IT). It discusses key topics such as the difference between IT governance and IT management, principles of IT governance, and common frameworks used for IT governance including ISO, COBIT, and CMM. The primary goals of corporate governance of IT are to ensure IT generates business value, oversee management's performance, and mitigate risks associated with IT use. Frameworks help organizations implement effective IT governance through processes, structures, and communication approaches.
What Every Executive Needs To Know About IT GovernanceBill Lisse
IT governance provides the structure for determining organizational IT objectives and monitoring performance to ensure objectives are met. It specifies decision rights and accountability to encourage desirable behavior in IT use. Effective IT governance involves business process owners, evaluates performance against business requirements, and considers components like competitive advantage, risk management, and performance measurement.
The document provides information about an upcoming training on IT Governance to be delivered by Goutama Bachtiar. It includes details about the trainer's background and experience in IT advisory, consulting, auditing, and education. The training objectives are to address key knowledge areas related to IT Governance domains such as framework, strategy alignment, value delivery, risk management, and performance measurement. The targeted participants are corporate and IT management, IT auditors, and senior IT management. The training agenda covers various topics around governance vs management, frameworks, strategy, value, risk, performance and more. It also discusses the ISACA CGEIT certification domains that the training maps to.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
Governance Of Enterprise Information Technology V3pjmartinez
The document discusses a governance model for enterprise information technology service innovation presented to the Department of the Interior's Office of the Chief Information Officer. The model aims to increase accountability, advance modernization and integration, and drive business principles through a federated service innovation model. Key components of the proposed governance framework include performance measurements, risk management, and strategic alignment. Next steps involve further analyzing and decomposing the model elements, highlighting areas for improvement, and providing communications for clearer direction of the federated service model.
Strategic IT Governance defines the formal process of aligning an organization's IT strategy with its overall business goals and overseeing execution. IT governance is important for regulatory compliance, competitive advantage, supporting enterprise goals, innovation, increasing intangible assets, and reducing risk. Effective IT governance involves strategic alignment, value delivery, risk management, resource management, and performance measurement. It requires involvement from leaders, managers, executives, boards, and stakeholders. Challenges include lack of business strategy alignment, ineffective project management, and lack of transparency and controls. Frameworks like COBIT and ITIL can help with governance, and balanced scorecards are effective for performance measurement.
This document discusses IT governance and provides an introduction to the topic. It defines IT governance as specifying decision rights and accountability frameworks to encourage desirable behavior in using IT. It also discusses some of the challenges CIOs face, symptoms of ineffective governance, how to measure governance effectiveness, and key processes involved in designing an effective IT governance model. The document recommends establishing a business case for IT governance, assessing current maturity and performance, defining a desired future state, and developing a plan to improve governance.
Stewardship is extending to IT as Boards question the depth of their enterprise’s reliance on IT.
Some thoughts on how IT risk, control, audit and assurance is evolving toward the broader concept of IT governance.
Why IT governance should be on the Board of Directors’ agenda wherever IT is strategic to the business.
How it fits in the broader concepts of enterprise governance and how management and boards can address it.
IT Governance Vs IT Management Presentation V0.1Richard Willis
IT governance involves establishing responsibility and accountability for major IT decisions and ensuring IT strategy alignment with business strategy. Effective IT governance increases profitability and shareholder returns. Frameworks like COBIT, ITIL, and ISO/IEC 38500 provide best practices for IT governance and management. IT governance is concerned with strategic decision making while IT management focuses on operational excellence. Organizations can assess their IT governance maturity to continually improve practices over time.
The measurement of maturity level of information technology service based on ...TELKOMNIKA JOURNAL
Institutions are currently progressing on IT development and maximization in order to advance for good IT governance. Lack of comprehensive requirements analysis of IT utilization may lead to hindrances within IT development from achieving effective outcomes. This quantitative study employs control objective for information & related technology (COBIT 5) business framework to assess and identify the maturity level of IT service, primarily within the domain of delivery, service, and support (DSS). Data were obtained through questionnaire, observation, and documentation. The result reveals that the average maturity level of IT service is in level 3 (established); by which the study recommends for enhancements and upgrades in IT performance and service within the scope of compliance and IT service application and support.
This presentation is intended to assist CIO's with setting up a formal IT Governance model for their college or university. There are two companion files also in Slideshare linked at the end of an IT Governance Committee Charter and an IT Project Governance Guideline.
The document discusses IT governance in higher education and IT governance at Harvard University specifically. It provides an overview of what IT governance is, why it is important, and how CoBIT (an IT governance framework) was used to assess IT governance at Harvard. The audit found that Harvard's IT governance maturity could be improved in several key areas and provided five recommendations to help increase maturity to a target level of 3.0. Benefits of stronger IT governance include clearer accountability, decision making roles, and strengthened controls.
This document provides an overview of a presentation on building an internal control framework for IT governance. It discusses key benefits to the audience, the current state of IT governance standards and challenges, areas not adequately covered by existing standards, and recommendations for the framework.
The presentation will compare leading IT governance standards, highlight similarities and differences, and gaps not addressed. It will also recommend internal controls focusing on strategic alignment, financial performance, risk management, growth, and service delivery. An internal control framework is proposed that takes a holistic view encompassing governance, management, use of IT, and the relationship between corporate strategy, digital business models, and organization structures.
Align Information Technology and Business Strategy Salman Memon
Align Information Technology and Business Strategy
The mission critical, long-term IT choices made by a firm.
Commitment to build IT capability
http://phpexecutor.com
Understanding IT Governance and Risk Managementjiricejka
Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
IT Governance aims to align IT initiatives with business objectives, prioritize projects based on benefits and ROI, organize related projects to avoid duplication, lower total costs of ownership, and provide visibility into decision making processes. The proposed product enables informed IT investment decisions through a collaborative platform, sourcing required information from within organizations or decision makers' experiences. It ensures all relevant aspects and information are considered in analysis to make informed decisions and tracks key aspects with full visibility of decision making. The models provided are based on extensive research and can be enhanced over time as more decisions are made, growing with the organization.
The document discusses IT governance, which involves processes that ensure effective and efficient use of IT to help an organization achieve its goals. IT governance addresses demand governance, which involves determining what IT should work on and where resources should be invested, and supply governance, which involves how IT should deliver what the business needs. Effective IT governance models must address what IT decisions need to be made, who should make them, and how they will be made and monitored.
IT governance provides strategic direction for IT and ensures objectives are met, risks managed, and resources used responsibly. It establishes organizational regulations and standards exercised by management. IT governance is needed for complex IT projects as it involves a team to deal with political, organizational, legal, technical, cultural, and personnel issues to help ensure successful project outcomes.
This document provides a vision for optimizing management reporting within large organizations over the next 10 years. It discusses management reporting in terms of process, system, organization, and culture. The key aspects outlined include having reporting reflect strategy, using a single data source, integrating systems, establishing accountability, and fostering a culture of sharing and openness. The overall goal is for organizations to achieve "management reporting excellence" through successful strategy implementation, business-IT alignment, high quality data, and providing the right information on time.
This document outlines the development and management of an information systems organization to support the marketing, sales, and customer service functions of an industrial consulting and intellectual property law firm. It includes sections on strategic planning, cash flow estimation and risk analysis, human resource management, management implications, business strategy, design and development of the information system, network design, and sales and marketing strategies. The overall aim is to define the steps needed to establish this new information systems organization and ensure its long term success and profitability through strategic management practices.
IT governance in the public sector: a conceptual modelRiri Kusumarani
IT governance in the public sector: a conceptual model
Tonelli, Adriano Olímpio, et al. "It governance in the public sector: a conceptual model." Information Systems Frontiers (2015): 1-18.
1. The document discusses the Strategic Alignment Model (SAM) framework for aligning business and IT strategies.
2. The SAM model represents the dynamic alignment between business strategic context and IT strategic context through four domains: business strategy, IT strategy, organizational infrastructure/processes, and IT infrastructure/processes.
3. European Global Manufacturing Inc. is using the SAM model to align its business and IT strategies by outsourcing all IT services to EDS and creating governance processes between the two organizations.
Research projects – the process
Standard activities in research projects
Creating a GANTT Chart
Risk management
Project tracking
Research projects – the outputs
Documentation – classic structure
Basic writing skills
Harvard referencing
Plagiarism
The document outlines the key stages and considerations for planning and executing a project. It discusses planning the project scope and timeline, assembling a team and defining roles, anticipating challenges and contingencies, managing stakeholders and reporting requirements, evaluating the project and disseminating results, and planning for next steps upon completion. The document provides a comprehensive checklist of factors to address throughout the project life cycle.
This document provides tips and lessons for managing research projects. It outlines the project essentials, including defining what constitutes a completed project, potential barriers to completion, and how to ensure the team has what it needs to finish. Regular status meetings and use of a risk/action issue/interdependency/decision tool are recommended for monitoring progress. Lessons include setting clear expectations, spreading work evenly, documenting as you progress, and celebrating milestones. Potential pitfalls to avoid include scope creep and team members having differing goals or understanding of roles.
Governance Of Enterprise Information Technology V3pjmartinez
The document discusses a governance model for enterprise information technology service innovation presented to the Department of the Interior's Office of the Chief Information Officer. The model aims to increase accountability, advance modernization and integration, and drive business principles through a federated service innovation model. Key components of the proposed governance framework include performance measurements, risk management, and strategic alignment. Next steps involve further analyzing and decomposing the model elements, highlighting areas for improvement, and providing communications for clearer direction of the federated service model.
Strategic IT Governance defines the formal process of aligning an organization's IT strategy with its overall business goals and overseeing execution. IT governance is important for regulatory compliance, competitive advantage, supporting enterprise goals, innovation, increasing intangible assets, and reducing risk. Effective IT governance involves strategic alignment, value delivery, risk management, resource management, and performance measurement. It requires involvement from leaders, managers, executives, boards, and stakeholders. Challenges include lack of business strategy alignment, ineffective project management, and lack of transparency and controls. Frameworks like COBIT and ITIL can help with governance, and balanced scorecards are effective for performance measurement.
This document discusses IT governance and provides an introduction to the topic. It defines IT governance as specifying decision rights and accountability frameworks to encourage desirable behavior in using IT. It also discusses some of the challenges CIOs face, symptoms of ineffective governance, how to measure governance effectiveness, and key processes involved in designing an effective IT governance model. The document recommends establishing a business case for IT governance, assessing current maturity and performance, defining a desired future state, and developing a plan to improve governance.
Stewardship is extending to IT as Boards question the depth of their enterprise’s reliance on IT.
Some thoughts on how IT risk, control, audit and assurance is evolving toward the broader concept of IT governance.
Why IT governance should be on the Board of Directors’ agenda wherever IT is strategic to the business.
How it fits in the broader concepts of enterprise governance and how management and boards can address it.
IT Governance Vs IT Management Presentation V0.1Richard Willis
IT governance involves establishing responsibility and accountability for major IT decisions and ensuring IT strategy alignment with business strategy. Effective IT governance increases profitability and shareholder returns. Frameworks like COBIT, ITIL, and ISO/IEC 38500 provide best practices for IT governance and management. IT governance is concerned with strategic decision making while IT management focuses on operational excellence. Organizations can assess their IT governance maturity to continually improve practices over time.
The measurement of maturity level of information technology service based on ...TELKOMNIKA JOURNAL
Institutions are currently progressing on IT development and maximization in order to advance for good IT governance. Lack of comprehensive requirements analysis of IT utilization may lead to hindrances within IT development from achieving effective outcomes. This quantitative study employs control objective for information & related technology (COBIT 5) business framework to assess and identify the maturity level of IT service, primarily within the domain of delivery, service, and support (DSS). Data were obtained through questionnaire, observation, and documentation. The result reveals that the average maturity level of IT service is in level 3 (established); by which the study recommends for enhancements and upgrades in IT performance and service within the scope of compliance and IT service application and support.
This presentation is intended to assist CIO's with setting up a formal IT Governance model for their college or university. There are two companion files also in Slideshare linked at the end of an IT Governance Committee Charter and an IT Project Governance Guideline.
The document discusses IT governance in higher education and IT governance at Harvard University specifically. It provides an overview of what IT governance is, why it is important, and how CoBIT (an IT governance framework) was used to assess IT governance at Harvard. The audit found that Harvard's IT governance maturity could be improved in several key areas and provided five recommendations to help increase maturity to a target level of 3.0. Benefits of stronger IT governance include clearer accountability, decision making roles, and strengthened controls.
This document provides an overview of a presentation on building an internal control framework for IT governance. It discusses key benefits to the audience, the current state of IT governance standards and challenges, areas not adequately covered by existing standards, and recommendations for the framework.
The presentation will compare leading IT governance standards, highlight similarities and differences, and gaps not addressed. It will also recommend internal controls focusing on strategic alignment, financial performance, risk management, growth, and service delivery. An internal control framework is proposed that takes a holistic view encompassing governance, management, use of IT, and the relationship between corporate strategy, digital business models, and organization structures.
Align Information Technology and Business Strategy Salman Memon
Align Information Technology and Business Strategy
The mission critical, long-term IT choices made by a firm.
Commitment to build IT capability
http://phpexecutor.com
Understanding IT Governance and Risk Managementjiricejka
Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
IT Governance aims to align IT initiatives with business objectives, prioritize projects based on benefits and ROI, organize related projects to avoid duplication, lower total costs of ownership, and provide visibility into decision making processes. The proposed product enables informed IT investment decisions through a collaborative platform, sourcing required information from within organizations or decision makers' experiences. It ensures all relevant aspects and information are considered in analysis to make informed decisions and tracks key aspects with full visibility of decision making. The models provided are based on extensive research and can be enhanced over time as more decisions are made, growing with the organization.
The document discusses IT governance, which involves processes that ensure effective and efficient use of IT to help an organization achieve its goals. IT governance addresses demand governance, which involves determining what IT should work on and where resources should be invested, and supply governance, which involves how IT should deliver what the business needs. Effective IT governance models must address what IT decisions need to be made, who should make them, and how they will be made and monitored.
IT governance provides strategic direction for IT and ensures objectives are met, risks managed, and resources used responsibly. It establishes organizational regulations and standards exercised by management. IT governance is needed for complex IT projects as it involves a team to deal with political, organizational, legal, technical, cultural, and personnel issues to help ensure successful project outcomes.
This document provides a vision for optimizing management reporting within large organizations over the next 10 years. It discusses management reporting in terms of process, system, organization, and culture. The key aspects outlined include having reporting reflect strategy, using a single data source, integrating systems, establishing accountability, and fostering a culture of sharing and openness. The overall goal is for organizations to achieve "management reporting excellence" through successful strategy implementation, business-IT alignment, high quality data, and providing the right information on time.
This document outlines the development and management of an information systems organization to support the marketing, sales, and customer service functions of an industrial consulting and intellectual property law firm. It includes sections on strategic planning, cash flow estimation and risk analysis, human resource management, management implications, business strategy, design and development of the information system, network design, and sales and marketing strategies. The overall aim is to define the steps needed to establish this new information systems organization and ensure its long term success and profitability through strategic management practices.
IT governance in the public sector: a conceptual modelRiri Kusumarani
IT governance in the public sector: a conceptual model
Tonelli, Adriano Olímpio, et al. "It governance in the public sector: a conceptual model." Information Systems Frontiers (2015): 1-18.
1. The document discusses the Strategic Alignment Model (SAM) framework for aligning business and IT strategies.
2. The SAM model represents the dynamic alignment between business strategic context and IT strategic context through four domains: business strategy, IT strategy, organizational infrastructure/processes, and IT infrastructure/processes.
3. European Global Manufacturing Inc. is using the SAM model to align its business and IT strategies by outsourcing all IT services to EDS and creating governance processes between the two organizations.
Research projects – the process
Standard activities in research projects
Creating a GANTT Chart
Risk management
Project tracking
Research projects – the outputs
Documentation – classic structure
Basic writing skills
Harvard referencing
Plagiarism
The document outlines the key stages and considerations for planning and executing a project. It discusses planning the project scope and timeline, assembling a team and defining roles, anticipating challenges and contingencies, managing stakeholders and reporting requirements, evaluating the project and disseminating results, and planning for next steps upon completion. The document provides a comprehensive checklist of factors to address throughout the project life cycle.
This document provides tips and lessons for managing research projects. It outlines the project essentials, including defining what constitutes a completed project, potential barriers to completion, and how to ensure the team has what it needs to finish. Regular status meetings and use of a risk/action issue/interdependency/decision tool are recommended for monitoring progress. Lessons include setting clear expectations, spreading work evenly, documenting as you progress, and celebrating milestones. Potential pitfalls to avoid include scope creep and team members having differing goals or understanding of roles.
The document discusses the governance of project management. It defines governance as establishing objectives, means of achieving objectives, and monitoring performance. Governance operates at the corporate, portfolio, program, and project levels. Good project governance links corporate strategy to project strategy and objectives. It establishes roles and responsibilities, applies appropriate methods and controls, engages stakeholders, and fosters a culture of continuous improvement.
Este boletim oficial resume os resultados da quarta rodada do Torneio de Verão, incluindo artilheiros, times com menos gols sofridos, maiores números de gols e cartões, e informações sobre taxas e punições a jogadores e dirigentes.
This document provides advice on applying for academic jobs. It discusses where to apply, focusing on being both realistic and aspirational. When applying, it is important to network through faculty, create a strong CV highlighting education, research, teaching experience, and past work, and tailor cover letters for each target school explaining why you are interested in them and why they should be interested in you. When applying, schools are looking for evidence of research and teaching abilities as well as fit with the school. Applicants should consider fit, collegiality, opportunities to learn and publish, and whether they can advance their career at a school even if initially looking elsewhere. Overall, the job application process is inefficient and random, but tends to
The document provides 11 tips for thriving during your first year after completing your doctoral degree. The tips include deciding your goals, prioritizing important tasks, avoiding distractions, selectively investing in new projects, collaborating with colleagues, setting intermediate goals, taking care of your health, asking for help when needed, setting boundaries by saying no sometimes, adjusting to your new non-student role, and not worrying about perfection in new teaching roles. The overall message is about effectively transitioning from student to professional life.
Balancing Theory With Hot Topic Relevant Research - Andrew StephenAMA DocSIG
This presentation was given by Andrew Stephen, University of Pittsburgh, at a pre-conference of the 2015 American Marketing Association Winter Marketing Educators Conference in San Antonio, TX.
This document provides advice and strategies for balancing research and teaching responsibilities as a new professor. It recommends improving teaching efficiency by borrowing materials from colleagues and not reinventing the wheel. For research, it advises pursuing topics you are passionate about and finding collaborators you enjoy working with. The document also discusses using feedback from students, industry contacts, and colleagues to identify new research topics and inspiration. It emphasizes looking for opportunities in both teaching and research.
This document provides checklists for managing various aspects of a research project, including principles, tools, methodology, ethics, interviews, questionnaires, and report writing. The checklists outline important considerations for each stage of research to ensure the project is well-planned, executed properly, and reported on accurately.
The document summarizes five things the author is glad he did in the first five years of his academic career to help achieve tenure:
1) He learned from his co-chairs, Jim Bettman and Rick Staelin, the importance of developing strong research skills, writing clearly, investing in his doctoral program, and maintaining academic curiosity.
2) He followed his research interests and instincts, even when it led him to change focus areas, and began writing a textbook on strategic brand management.
3) He emphasized the practical applications of his marketing research by getting involved with the Marketing Science Institute and drawing inspiration from practical business problems.
4) He hit the ground running with his research
This document discusses resources for marketing Ph.D. students seeking jobs, including MarketingPhDJobs.com and the AMA DocSIG Who Went Where survey. It provides tips for the job market, such as asking for feedback on CVs, being open-minded about school choices, applying early, and attending the AMA conference in the intended interview year. The document cautions against entering the market before being ready with publications and an advisor's approval, and warns that most candidates will not receive an offer in October and should not get discouraged.
Perfect Practices and Perils in Research Project ManagementAMA DocSIG
Presentation given by Vanitha Swaminathan (University of Pittsburgh) and Tom Brown (Oklahoma State University) on February 15, 2015 at the special DocSIG session of the American Marketing Association Winter Educators Conference.
Mike Ahearne John Hulland- Proposal and DefenseAMA DocSIG
This document provides an overview and advice for surviving dissertation proposal and final defenses. It discusses committee considerations, managing the proposal process, and preparing for the final defense. The key points covered are: looking for committed committee members; timing the proposal properly; treating the proposal as a contract; allowing 3 weeks for committee to review the final draft; and accepting challenges during the defense as an opportunity to demonstrate expertise in the topic. The overall message is to choose committee members wisely, be prepared, and view the process as a milestone to be successfully navigated.
This document provides an overview of project planning and management for clinical trials. It discusses the importance of project management in moving research from the bench to the bedside. Key aspects of project management covered include establishing a management structure, developing a project plan using a Gantt chart, setting milestones, risk management, project monitoring, and managing the budget. The document emphasizes that project management requires defining objectives, planning the work, and communicating the plan to control scope, deliver results on time and budget, and obtain buy-in from stakeholders.
This document provides an overview of project strategy, leadership and governance. It discusses the importance of organizational strategy and strategic alignment between projects and organizational goals. It presents models for strategic alignment and describes the roles of leadership and management in achieving alignment. It then reviews program and portfolio management and different forms of project management offices (PMOs). Key recommendations are made regarding organizational strategy, leadership, governance, program/portfolio management and PMOs. The document concludes by emphasizing the value of governance frameworks in improving project performance and accountability.
This document discusses the benefits of project management. It describes project management as a way to carefully plan and organize efforts to accomplish specific objectives like building construction or software implementation. Project management provides tangible benefits like saving time and money, improving efficiency, and increasing quality. It also provides intangible benefits like successfully delivering projects, goal clarity, coordinated resources, managed risks, and improved customer satisfaction.
Research involves several steps: 1) preparing by brainstorming ideas, narrowing topics, and planning research; 2) accessing relevant resources like books, websites, and experts; and 3) processing information by analyzing sources, taking notes, and organizing ideas to develop solutions.
The Change Agents develop a plan to engage all organizations within a given timeframe and track their progress against that plan. Through surveys at the end of deployments, teams can track the effectiveness of the Change Agents, communications, and leadership to provide insight into improvements. Additional metrics would allow understanding how rapidly the community is growing and its maturity level.
Governance provides oversight to effectively achieve strategic goals while complying with laws and policies. Data governance ensures effective information use. IT governance extends strategies and objectives through leadership and processes. Related policies as part of this process provide a high-level, strategic approach to management and promote accountability. Governance boards are assigned to executive steering committees. A board of governance assigns members from those committees. Figure
The document discusses IT governance, defining it as the processes that ensure effective and efficient use of IT to help an organization achieve its goals. IT governance is a responsibility of executives and the board of directors and consists of leadership, structures, and processes to ensure IT supports business strategies and objectives. Frameworks like COBIT provide structures to align IT strategy with business strategy through formal processes. The benefits of IT governance include transparency, accountability, improved ROI, risk management, and compliance. Governance focuses on strategic decisions while management handles tactical implementation.
This document provides an overview of chapter 2 from the 2007 CISA review course, which covers IT governance. It discusses key topics like corporate governance, information systems strategy, policies and procedures, risk management, IS management practices, IS organizational structure and responsibilities, and auditing the management, planning and organization of IS. The chapter aims to ensure CISA candidates understand how organizations can provide assurance that proper IT governance structures and processes are in place.
The document discusses Iman Baradari's background and qualifications. It states that he has a Master's degree in project management from the University of Melbourne and various professional certifications in project management, IT service management, and risk management. It also lists his work experience, which includes roles as a project manager for several large IT projects in Iran.
IT governance establishes decision making rights and frameworks for IT-related decisions that align IT with business goals. Effective IT governance ensures business and IT strategies are aligned, IT risks are managed, and IT delivers value to the business. Key aspects of IT governance include strategic planning, steering committees, investment and resource allocation practices, policies and procedures, risk management, and roles and responsibilities.
Report on IT Auditing and Governance_Ta_Hoang_ThangThang Ta Hoang
This document provides an overview of IT Auditing and Governance. Some key points:
- IT Auditing and Governance plays a crucial role in controlling and managing IT in businesses and governments by establishing policies, standards, and technologies.
- IT Auditing became more important as computer technology advanced and was applied to more accounting and business systems, bringing new challenges around data security and control.
- IT Auditing provides benefits like reducing risks, enhancing security, improving decision making, and fostering better communication between business and IT teams.
- There are different ways to classify IT Auditing, such as by the type of audit (technical vs. human resources), whether it is internal or external to the organization
COBIT provides a framework for IT governance and control that aims to ensure IT is aligned with business objectives and risks are managed appropriately. It defines four domains - plan and organize, acquire and implement, deliver and support, and monitor and evaluate - that cover 34 IT processes. For each process, COBIT establishes control objectives and requirements to help management implement controls and provide assurance that business goals will be achieved through the optimal and secure use of IT resources.
Knowledge of the purpose of IT strategy, policies, standards & pro cedures for an organization and the essential elements of each
https://www.infosectrain.com/blog/part-2-cisa-domain-2-governance-and-management-of-it/
The document discusses the role of the Chief Information Officer (CIO). It begins by defining the CIO as the senior executive responsible for an organization's information technology and computer systems. CIOs report to high-level executives like the CEO or COO. The document then discusses the need for CIOs to manage IT resources, increase profits through technology, and reduce the gap between IT and non-IT staff. It outlines the key roles and responsibilities of a CIO, including being a business leader, having strong organizational skills, recruiting employees, and developing IT strategies and policies. The summary concludes by noting that while CIOs may have technical backgrounds, the role focuses more on business skills and strategic leadership to ensure technology supports
Core model of information technology governance system design in local govern...TELKOMNIKA JOURNAL
Information technology governance (ITG) in local government is aimed at a good governance service framework. Reports produced as a result of the framework’s implementation help to improve governance’s openness, potency, and efficiency. A strong governance structure for adopting information technology (IT) is essential to ensuring its best utilization. The governance system should be properly managed to support the organization’s business. Therefore, this research aims to design an ITG system suitable for best practices using the control objectives for information technologies (COBIT) 2019 framework. The recommendations from the core model were processed based on the priority or competence level that local government entities use. It also produced a core model with capability levels of 1 and 2 that do not exist. The recommendation designated for the priority level of 3 was 17. The core model to be assigned a capability level of 4 urgently needed to be implemented was 23 core models.
CobiT 4.1 is an authoritative, up-to-date set of generally accepted IT control objectives and practices for business and IT managers. It provides a framework for IT governance and is aimed at ensuring information integrity, security, and availability. CobiT promotes the understanding that IT resources need to be managed through key processes in order to deliver the information required for organizations to achieve their objectives.
This document discusses IT governance and provides an overview of key concepts. It defines IT governance as consisting of leadership, structures, and processes to ensure IT supports business strategies and objectives. The document outlines five areas of focus for IT governance: strategic alignment, value delivery, resource management, risk management, and performance measurement. It also discusses why IT governance is important, who benefits, common frameworks that can be used, as well as advantages and disadvantages.
The COBIT framework provides guidance on IT governance and management. It focuses on aligning business goals with IT goals. COBIT describes IT processes across four domains - plan and organize, acquire and implement, deliver and support, monitor and evaluate. It defines 34 processes to ensure IT delivers value and manages risks. COBIT also identifies key IT resources like applications, information, infrastructure, and people that need to be managed optimally.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
The document discusses various aspects of IT governance including:
1) IT governance provides a framework to link IT resources and information to business goals and strategies and institutionalizes best practices.
2) IT governance is important for effective enterprise governance as businesses are increasingly dependent on IT.
3) Good IT governance establishes a framework to assess costs/benefits of IT investments and has oversight committees review projects and hold parties accountable.
The ‘Certified in the Governance of Enterprise IT (CGEIT)’ certification is a globally recognized credential designed by ISACA for the professionals who direct, manage, and facilitate enterprise IT governance.
https://www.infosectrain.com/courses/cgeit-certification-training/
The ‘Certified in the Governance of Enterprise IT (CGEIT)’ certification is a globally recognized credential designed by ISACA for the professionals who direct, manage, and facilitate enterprise IT governance.
https://www.infosectrain.com/courses/cgeit-certification-training/
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Research Paper on "Project Management and IT Governance"
1. Project Management and IT Governance
Submitted by: Prasad K. Patankar
A well-defined governance model is essential for project management to fulfill its role in
governing project management. Governance ensures clarity of purpose and sets forth
responsibilities. By exercising strict governance over the strategic direction and tactical
control of technology projects, we can maximize the business value of our technology
investments. Project technology management (PTM) principles and capabilities ensure
that technology executives maintain the same degree of control, accountability and
fiscal responsibility that is expected of projects. Some of the steps used in this process
are
1) Developing strategic and tactical governance
2) Understand government and regulatory requirements
3) Ensure that the top management has project management knowledge
4) Configuration of infrastructure for the organization
Developing strategic and tactical governance prepares an organization to address what
decisions must be made, who is responsible for making them and what process is used
to make those decisions. Enterprises should have ready answers that are ingrained and
automatic. This relates to the full range of project management governance including
investment decisions, standards, principles and target business and technology
architectures. Understanding government and regulatory requirements starts with the
compliance and risk management capability, which should be supported by the board
and disseminated to everyone involved in enabling project management methodologies
through the use of business technology. It is imperative that the board have an
understanding of project management. Some management boards have addressed this
issue by appointing outside board members, including CEO’s and CIO’s of well-
regarded IT companies or by establishing project management strategic committees.
Determining how the organization will configure its infrastructure to facilitate access to
financial information will enable the company to determine what control systems and
analytics are needed to detect vulnerabilities and fraud. This is because the enterprise
architecture of an organization is composed of the technical, data and application
architectures; which jointly enable the processing, sharing and management of data
resources across divisional and organizational boundaries.
IT Governance as a structure
IT governance has a direct impact on how IT is managed within the organization. The IT
Governance Institute has offered the following definition “IT Governance is the
responsibility of executives, board of directors and consists of the leadership,
1
2. organizational structures, and processes that ensure that the enterprise’s IT sustains
and extends the organization’s strategies and objectives. IT governance structure
involves the existence of responsible functions for making IT decisions such as steering
committees. Staffed by both the business and IT executives, the IT steering committee
should be the primary governing body for ongoing IT operations and initiatives of the
organization, including IT investment projects. The IT steering committee is responsible
for translating business and strategic goals into actionable plans. Successful IT
governance requires effective communication among all parties based on constructive
relationships, a common language and a shared commitment to IT policies and
procedures.
IT Governance as a process
IT governance processes involve the implementation of IT management techniques and
procedures in compliance with established IT strategies and policies. Kaplan(2005)
defines IT governance as the set of processes used by the organization to manage IT,
aligning IT with business objectives, resourcing IT projects and monitoring IT
performance ( Vitale,2001).In particular IT investment processes involve the
identification, acquisition, implementation and ongoing operation and maintenance
activities of IT applications. As a continuous process, effective IT governance provides
transparent IT decision making, clear accountabilities and acceptable and actionable IT
measurements. That is, effective IT governance enables business and IT executives to
integrate business and IT decisions, implement IT solutions and monitor IT
effectiveness.
IT Outcome Metrics
For IT governance to be effective, organizations should monitor their IT
performance through appropriate measurement systems. Organizations need multiple
set of metrics to measure their IT operational performance and overall value to the
business. Recognizing that the business unit assessment of the value of IT may be
different across the organization, a structure must be in place to assess the ultimate
success of IT.
Different organizations have different meanings of the term “success” and use
different metrics to gauge the success of their IT activities. Many organizations have
progressed from using elementary cost-benefit analysis to an entrepreneurial approach
that encompasses the risk, uncertainty, and intangible elements of IT investments
including organizational changes facilitated by these investments. IT governance
encompasses three dimensions – IT governance structure, IT governance process and
IT metrics. The three dimensions are driven by business value. The first dimension, IT
2
3. governance structure, strives to achieve strategic alignment of IT with business and
includes mechanisms for decision-making, direction setting and casting policies. The
second – IT governance process, is driven by embedding accountability into the
organization, i.e., establishing the policies and procedures used to implement the IT
investment projects. The third dimension, IT outcome metrics assesses both IT
governance structure and processes to ensure that the desired results were and are
being obtained.
IT governance starts by providing IT with direction which means setting business
strategies and performance goals. Second, IT investment projects that align with these
strategies are developed and resourced. Third, a continuous loop is established by
measuring performance and comparing these measurements to objectives, resulting
redirection of activities or changes to objectives, as appropriate. Implementing an
effective IT governance framework allows business value to be achieved through IT
(Kearns and Sabherwal, 2006/07). For effective IT value delivery, IT governance must
clearly articulate and implement IT governance arrangements for structure, process and
outcomes. To be successful, an organization needs to be aware that different strategic
contexts require different indicators of value. Implementing an effective IT governance
framework context requires different indicators of value. Also, implementing a effective
IT governance framework allows business value to be achieved through IT. For effective
IT value delivery, IT governance must clearly articulate and implement IT governance
arrangements for structure, process, and outcomes.
IT Steering Committee Composition
IT governance is concerned with the strategic alignment of IT with business. Effective
exchange of ideas and shared understanding of business and IT objectives allow the
organizational strategies to adopt harmoniously (Luftman et al., 1999; Johnson and
Lederer). Therefore IT governance requires significant input from stakeholders about
both strategic business needs and technological capabilities so that organizations can
build a clear and comprehensive picture of the connection between business and IT and
devise IT solutions that transcend functional boundaries.
The IT steering committee brings together stakeholders from diverse backgrounds and
organizational roles. The executive steering committee monitors IT management and
sets IT spending and cost allocations. The IT strategy committee provides direction and
assures that individual IT projects align with the overall business strategy. The IT
steering committee is responsible for project advocacy, and for the provision of
adequate resources for both planning and implementation of the IT investment
decisions (Parr and Shanks, 2000). Furthermore, compliance with external regulations
and internal guidelines should also be overseen by the IT steering committee (Ewusi-
3
4. Mensah, 1997). If the IT steering committee does not understand these tasks
effectively, desired outcomes are unlikely to be achieved and, in extreme cases, the
organization may not comply with regulatory requirements such as SOX. For the IT
steering committee to be an effective team, they must have clear goals understood by
all members. Higher levels of IT governance effectiveness are associated with a shared
understanding of IT and business objectives by members of the steering committee.
Higher levels of IT governance effectiveness are associated with active participation of
the IT steering committee. Higher levels of IT governance effectiveness are also
associated with a balanced representation of senior business and IT management on
the steering committee.
Formulation and communication of IT strategies and policies
Rather than just focusing on purely technological issues, IT management must
understand the business, its critical success factors, and how to develop a synergistic
portfolio of IT capabilities (Bushell, 2003). Delivering effective IT governance requires
an integrative and comprehensive set of strategies to promote more universal views of
the value of information and the technology within the business. Critical to the success
of IT governance structures and processes is effective communication of IT strategies
and policies among all parties. The more effectively management communicates the IT
governance mechanisms, how they work, and what outcomes are expected, the more
effective are the IT governance processes(Weill and Ross,2004; Johnson and
Lederer,2005).
A priori evaluation and selection of IT investment projects
The objective of the IT investment approval process is to ensure that IT investments
generate significant returns to the organization relative to alternative investment
opportunities. The range of possible circumstances suggests that no one single
evaluation method or metric is likely to fit all cases( Scott Morton,1990 ).A complete
picture of the likely impact of an investment can only be given if a balance is achieved
between financial and non-financial impact assessments ( Renkema,2000).
Early in the system development life cycle, proposed IT investment projects can be
examined using a combination of financial, non-financial, and risk analysis. Projects
subjected to such scrutiny experience a more accurate and complete assessment than
projects examined using a less stringent combination of criteria. Obtaining a better
appreciation of the risks and returns improves the likelihood of success of these projects
relative to projects that experience less rigorous a priori evaluations.
4
5. Interim evaluation of IT investment project implementation
During the system development stage, interim evaluations are needed so that projected
costs and benefits can be revised in the light of updated information about the project.
Frequent measurement and evaluation of project management metrics are critical to
effective IT governance. The metrics aid in tracking each project’s progress and, when
necessary, redirecting or terminating individual projects. Organizations use a variety of
indicators for assessing project behavior or process improvement, e.g., actual versus
planned task completions and actual versus planned resource consumption. Through a
comprehensive set of project management metrics, the organization can provide better
control of costs, greater reduction of risks, more substantial improvements in quality,
and greater assurance that the project objectives can be met. Hence, project
management metrics enhance the likelihood of implementation success.
The goal of the formalized decision making structure is to drive the project to
completion. Senior management involvement in or executive support of the structure is
a critical success factor to IT project implementation success. Individuals or committees
who take responsibilities for IT governance should also exercise important roles relative
to the project implementation activities. The activities include setting up an appropriate
IS development style, assessing project risk, ensuring adequate infrastructure, and
providing the project with adequate visibility and transparency. A very important
antecedent to a successful implementation of an information system is a “champion” for
the system (Ewusi-Mensah, 1997;Reich and Benbasat,1990;Beath,1991). Project
champions actively communicate their visions of the project with the project team and
obtain support from business stakeholders. They push the project over or around
approval and implementation hurdles. Therefore, the likelihood of success of IT
investment projects is substantially improved when one or more project champions are
involved .We can thus say that the success of IT project implementation is associated
with higher levels of involvement by the project champion during project development.
5
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