Tailor an IT Governance Plan to Fit Organizational Needs
•Download as PPTX, PDF•
2 likes•1,241 views
Despite the importance of IT governance, many organizations struggle to define the optimal structure and processes. As a result, tackling IT governance optimization can be daunting for CIOs, especially because success necessitates involvement from key stakeholders across the organization. Critical Insight IT governance is about decision making. Ensure committees have the authority to make decisions. Treat IT governance optimization as a project. Follow PM processes to ensure optimization is given the resourcing and attention required; this will help to increase support and post-implementation adoption. Business involvement in IT governance is essential. To be effective you need business support and involvement. Committee empowerment is key. Ensure they have organizational endorsement and the tools needed to make decisions. Impact and Result Successful completion of the IT governance optimization project will result in: Obtaining buy-in for IT governance optimization Building optimal IT governance target state structure Approval of committee charters Building of effective IT governance processes Implementation of IT governance structure and processes successfully
Report
Share
Report
Share
Recommended
The information services organization structure
Information Services Organizational Structure
Innovative Organizational Structure
End user Comouting
What Is It Governance Introduction
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.
Governance Of Enterprise Information Technology V3
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.
Corporate governance of INFORMATION TECHNOLOGY (IT)
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.
Strategic information system planning
This document discusses strategic issues for information systems planning (SISP) in the 1990s. It notes key business forces of globalization, competition, and productivity requirements. Strategic issues include increased connectivity within and between organizations, as well as new information technology opportunities from advances in networks, databases, and interfaces. SISP aims to align information systems with organizational objectives and strategies in a cost-effective way that provides competitive advantage. It helps prioritize investments, integrate systems, and manage information and relationships between users and IT specialists.
Management ( Six Business Objectives)
This presentation is about managment and how it is affect the whole organization in a good way or bad way. I've made a small research about Toyota company and how they've applied the six business objectives.
This presentation was one of the requirements of MIS203 course in Yanbu University College.
Strategic Planning for Information Systems
Why engage in strategic planning for information systems in a regionalized public health care system?
The purpose of management information is to support the mission
So many people have problems with Mission statements, Vision statements and strategy in general and particularly how Business Intelligence can and should be used to support them. This short presentation defines the mission, values, vision and strategy and explains the role of Business Intelligence in making them work
Recommended
The information services organization structure
Information Services Organizational Structure
Innovative Organizational Structure
End user Comouting
What Is It Governance Introduction
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.
Governance Of Enterprise Information Technology V3
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.
Corporate governance of INFORMATION TECHNOLOGY (IT)
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.
Strategic information system planning
This document discusses strategic issues for information systems planning (SISP) in the 1990s. It notes key business forces of globalization, competition, and productivity requirements. Strategic issues include increased connectivity within and between organizations, as well as new information technology opportunities from advances in networks, databases, and interfaces. SISP aims to align information systems with organizational objectives and strategies in a cost-effective way that provides competitive advantage. It helps prioritize investments, integrate systems, and manage information and relationships between users and IT specialists.
Management ( Six Business Objectives)
This presentation is about managment and how it is affect the whole organization in a good way or bad way. I've made a small research about Toyota company and how they've applied the six business objectives.
This presentation was one of the requirements of MIS203 course in Yanbu University College.
Strategic Planning for Information Systems
Why engage in strategic planning for information systems in a regionalized public health care system?
The purpose of management information is to support the mission
So many people have problems with Mission statements, Vision statements and strategy in general and particularly how Business Intelligence can and should be used to support them. This short presentation defines the mission, values, vision and strategy and explains the role of Business Intelligence in making them work
Research Paper on "Project Management and IT Governance"
This is a research paper I wrote as part of my coursework on Project Management. The topic is "Project Management and IT Governance".
MIS and Decision Making
The presentation discusses how management information systems (MIS) can help speed up the decision-making process in businesses. It provides definitions of MIS and discusses how MIS provides benefits like effective coordination between departments and access to relevant data. The presentation also explains how Herbert Simon's model provides a conceptual design for how MIS can support decision-making by providing decision alternatives and flexibility. Addressing organizational and behavioral factors is important for designing the best MIS to support decision-making.
Teti Ediscovery Presentation 060810
Simplify and Streamline RM - Presentation to E-Discovery Readiness for the Government Conference
June 8, 2010
IT governance in the public sector: a conceptual model
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.
Information System Plan
The document discusses information system planning and management. It covers the following key points:
1) The overall responsibility of information system planning lies with the Chief Information Officer. The plan should be based on the organization's strategic plan.
2) The master plan consists of both long-range and short-range components. It includes an inventory of current capabilities, forecast of developments, and specific plans.
3) The master plan is reviewed by executives and integrated into the organizational plan after approval. It establishes information system policies and procedures.
MANAGEMENT INFORMATION SYSTEM ppt
This document presents information on management information systems (MIS), including their definition, advantages, disadvantages, and pitfalls. An MIS combines management processes, information, and systems to provide processed data to managers. Key advantages include time savings, accuracy, timeliness, low implementation costs, and competitive advantages. However, MIS also has disadvantages like high initial investment, inflexibility to changes, and needing specialized users. Pitfalls include power outages, lack of knowledge, unstable management, and improper communication channels. Overall, while MIS provides benefits, organizations must use it properly and overcome potential pitfalls to realize its full value in decision making.
Information System Plan
The document discusses information system planning and management. It covers the following key points:
1) The overall responsibility of information system planning lies with the Chief Information Officer. The plan should be based on the organization's strategic plan.
2) The master plan consists of both long-range and short-range components. It includes an inventory of current capabilities, forecast of developments, and specific plans.
3) The master plan is reviewed by executives and integrated into the organizational plan after approval. It establishes information system policies and procedures.
Applications of ess
ESS can provide information to help manufacturing with vendor management, material planning, inventory control, and production scheduling. In marketing, ESS can aid in STP strategies, sales analysis, brand building, and customer and public relations management. Financially, ESS integrates planning, budgeting, and reporting, focuses on accountability, and helps review ratios and trends.
What is management information systems
The document discusses Management Information Systems (MIS). It defines MIS as the study of people, technology, organizations, and the relationships between them. The goal of MIS is to help organizations realize maximum benefit from investments in personnel, equipment, and business processes. MIS uses information systems at all levels of businesses to collect, process, store, and disseminate data needed for daily operations and strategic decision making. The document also discusses typical career paths for MIS professionals and the traits that make someone well-suited for a career in MIS.
It alignment : what have we learned
The document discusses key concepts and models related to IT alignment based on prior research. It defines IT alignment as the fitness and integration between IT and business strategies and goals. It also discusses challenges to achieving alignment, different dimensions and levels of alignment, various measurement approaches, and models such as the MIT model and strategic alignment model. The document concludes by outlining different perspectives on alignment as either a process or end-state, and factors that can influence when and how organizations pursue IT alignment.
3 recent development
Enterprise resource planning (ERP), customer relationship management (CRM), enterprise feedback management (EFM), e-procurement, supply chain management, data mining, data warehousing, and electronic commerce are recent developments in management information systems. ERP integrates information across an organization using shared databases and software. CRM manages relationships with customers through technologies like sales automation. EFM centrally manages surveys to collect feedback. E-procurement uses online systems for purchasing. Supply chain management coordinates businesses involved in providing products. Data mining discovers patterns in large datasets. Data warehousing stores data from operational systems for analysis. Electronic commerce involves online buying and selling of goods and services.
Fix nix, inc
FixNix aims to develop a GRC Suite leveraging latest technologies. Their GRC Suite would comprise modules for audit management, risk management, asset management, policy management, security incident management, compliance management, fraud management, business continuity management, vendor management, and contract management. It aims to provide customizable, configurable, and easy to use tools to automate GRC processes and provide integrated dashboards and reporting across all modules.
Implementing an Effective Third-party & Vendor Risk Management Program
This document discusses implementing an effective third-party and vendor risk management program. It covers selecting a framework, the relationship lifecycle which includes strategy, due diligence, contracting, ongoing monitoring and re-evaluation. Key focus areas are scope, segmentation, due diligence, control systems, risk assessments, governance, organization, policy, tools and data. Recommendations include building a cross-functional team, being comprehensive without complexity, staying agile with risk-based intelligence, and complementing decision making with risk-based intelligence. The document also discusses compliance challenges, recovering from breach, next steps of integrating the approach and leveraging automation.
IT Governance - Core Concepts for Business Managers
Core Concepts for Business Managers - A Better Way to Run Your Business. How to make IT governance add value not cost.
2 growth, concept and design
The document discusses the growth and development of management information systems (MIS). It describes a six stage model of MIS growth in organizations proposed by Nolan, from the initial initiation stage to a final maturity stage. Key factors responsible for MIS development are also outlined, including external factors like industry trends and internal factors such as organizational characteristics and strategy. Major challenges for MIS include issues around information quantity, analysis, availability, accuracy, and security. The concepts of MIS are defined as integrating computers, databases, decision-making, and the external environment. Finally, the historical development of MIS is reviewed from early transaction processing systems to modern knowledge and decision support systems.
Information systems in Organizations
There are different types of information systems in organizations that provide information to managers at different levels to help with decision making. Transaction processing systems provide detailed transaction data to lower managers for operational decisions. Management information systems summarize and report data from multiple departments to middle managers for tactical decisions. Decision support systems use analytical models and allow top managers to simulate "what if" scenarios for strategic decision making. Expert systems and office automation systems provide problem solving assistance and reduce manual work for all employee levels.
IT Professional Perspective Final Slides
This presentation gives the brief description of Role of IT Strategy, Policy and Governance in a business with special focus on Information Systems
Management Information Systems - A Brief Overview
This presentation was made for the introductory student work on MIS.
This gives you a brief overview of Management Information System and how it is helpful in tacking business problems.
Social media risks guide
This document discusses the risks associated with organizational use of social media and the need to evaluate these risks as part of the audit process. It provides examples of social media risks including malware, data leakage, customer exposure, loss of content rights, and inadequate response to customer expectations. The document also discusses security risks like phishing attacks. It emphasizes that social media policies need to provide clear guidance to employees and be regularly updated. Key questions for organizations to consider include how mobile commerce and social media policies are integrated, monitored, and how information security measures apply to different data sensitivities.
IT_Governance_Framework.pdf
This document discusses frameworks for establishing good IT governance. It begins by defining IT governance as the process for making decisions about IT investments. It emphasizes that IT governance is important to ensure investments are optimized and aligned with business strategy.
It then examines several existing frameworks that can be used as a starting point, including COBIT, ITIL, and ISO 17799. COBIT focuses on control objectives for IT and groups them into domains like planning, acquisition, and monitoring. ITIL provides best practices for IT service management. ISO 17799 establishes standards for information security management.
The document stresses that a good IT governance framework requires addressing structures, processes, and communication to define who makes decisions, how investments are approved and
IT Governance in Banks, May, 2014
IT Governance in Banks, workshop organized by USAID Finance for Economic Development (FED) Program in Yerevan, Armenia in May, 2014
Establishing a framework for it governance by dave cunningham 2007
Establishing an IT governance framework is important for law firms to effectively manage IT resources, risks, and investments. Published frameworks provide guidance but also require customization for each firm. Assessing firm performance through metrics and benchmarks allows for continuous improvement.
More Related Content
What's hot
Research Paper on "Project Management and IT Governance"
This is a research paper I wrote as part of my coursework on Project Management. The topic is "Project Management and IT Governance".
MIS and Decision Making
The presentation discusses how management information systems (MIS) can help speed up the decision-making process in businesses. It provides definitions of MIS and discusses how MIS provides benefits like effective coordination between departments and access to relevant data. The presentation also explains how Herbert Simon's model provides a conceptual design for how MIS can support decision-making by providing decision alternatives and flexibility. Addressing organizational and behavioral factors is important for designing the best MIS to support decision-making.
Teti Ediscovery Presentation 060810
Simplify and Streamline RM - Presentation to E-Discovery Readiness for the Government Conference
June 8, 2010
IT governance in the public sector: a conceptual model
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.
Information System Plan
The document discusses information system planning and management. It covers the following key points:
1) The overall responsibility of information system planning lies with the Chief Information Officer. The plan should be based on the organization's strategic plan.
2) The master plan consists of both long-range and short-range components. It includes an inventory of current capabilities, forecast of developments, and specific plans.
3) The master plan is reviewed by executives and integrated into the organizational plan after approval. It establishes information system policies and procedures.
MANAGEMENT INFORMATION SYSTEM ppt
This document presents information on management information systems (MIS), including their definition, advantages, disadvantages, and pitfalls. An MIS combines management processes, information, and systems to provide processed data to managers. Key advantages include time savings, accuracy, timeliness, low implementation costs, and competitive advantages. However, MIS also has disadvantages like high initial investment, inflexibility to changes, and needing specialized users. Pitfalls include power outages, lack of knowledge, unstable management, and improper communication channels. Overall, while MIS provides benefits, organizations must use it properly and overcome potential pitfalls to realize its full value in decision making.
Information System Plan
The document discusses information system planning and management. It covers the following key points:
1) The overall responsibility of information system planning lies with the Chief Information Officer. The plan should be based on the organization's strategic plan.
2) The master plan consists of both long-range and short-range components. It includes an inventory of current capabilities, forecast of developments, and specific plans.
3) The master plan is reviewed by executives and integrated into the organizational plan after approval. It establishes information system policies and procedures.
Applications of ess
ESS can provide information to help manufacturing with vendor management, material planning, inventory control, and production scheduling. In marketing, ESS can aid in STP strategies, sales analysis, brand building, and customer and public relations management. Financially, ESS integrates planning, budgeting, and reporting, focuses on accountability, and helps review ratios and trends.
What is management information systems
The document discusses Management Information Systems (MIS). It defines MIS as the study of people, technology, organizations, and the relationships between them. The goal of MIS is to help organizations realize maximum benefit from investments in personnel, equipment, and business processes. MIS uses information systems at all levels of businesses to collect, process, store, and disseminate data needed for daily operations and strategic decision making. The document also discusses typical career paths for MIS professionals and the traits that make someone well-suited for a career in MIS.
It alignment : what have we learned
The document discusses key concepts and models related to IT alignment based on prior research. It defines IT alignment as the fitness and integration between IT and business strategies and goals. It also discusses challenges to achieving alignment, different dimensions and levels of alignment, various measurement approaches, and models such as the MIT model and strategic alignment model. The document concludes by outlining different perspectives on alignment as either a process or end-state, and factors that can influence when and how organizations pursue IT alignment.
3 recent development
Enterprise resource planning (ERP), customer relationship management (CRM), enterprise feedback management (EFM), e-procurement, supply chain management, data mining, data warehousing, and electronic commerce are recent developments in management information systems. ERP integrates information across an organization using shared databases and software. CRM manages relationships with customers through technologies like sales automation. EFM centrally manages surveys to collect feedback. E-procurement uses online systems for purchasing. Supply chain management coordinates businesses involved in providing products. Data mining discovers patterns in large datasets. Data warehousing stores data from operational systems for analysis. Electronic commerce involves online buying and selling of goods and services.
Fix nix, inc
FixNix aims to develop a GRC Suite leveraging latest technologies. Their GRC Suite would comprise modules for audit management, risk management, asset management, policy management, security incident management, compliance management, fraud management, business continuity management, vendor management, and contract management. It aims to provide customizable, configurable, and easy to use tools to automate GRC processes and provide integrated dashboards and reporting across all modules.
Implementing an Effective Third-party & Vendor Risk Management Program
This document discusses implementing an effective third-party and vendor risk management program. It covers selecting a framework, the relationship lifecycle which includes strategy, due diligence, contracting, ongoing monitoring and re-evaluation. Key focus areas are scope, segmentation, due diligence, control systems, risk assessments, governance, organization, policy, tools and data. Recommendations include building a cross-functional team, being comprehensive without complexity, staying agile with risk-based intelligence, and complementing decision making with risk-based intelligence. The document also discusses compliance challenges, recovering from breach, next steps of integrating the approach and leveraging automation.
IT Governance - Core Concepts for Business Managers
Core Concepts for Business Managers - A Better Way to Run Your Business. How to make IT governance add value not cost.
2 growth, concept and design
The document discusses the growth and development of management information systems (MIS). It describes a six stage model of MIS growth in organizations proposed by Nolan, from the initial initiation stage to a final maturity stage. Key factors responsible for MIS development are also outlined, including external factors like industry trends and internal factors such as organizational characteristics and strategy. Major challenges for MIS include issues around information quantity, analysis, availability, accuracy, and security. The concepts of MIS are defined as integrating computers, databases, decision-making, and the external environment. Finally, the historical development of MIS is reviewed from early transaction processing systems to modern knowledge and decision support systems.
Information systems in Organizations
There are different types of information systems in organizations that provide information to managers at different levels to help with decision making. Transaction processing systems provide detailed transaction data to lower managers for operational decisions. Management information systems summarize and report data from multiple departments to middle managers for tactical decisions. Decision support systems use analytical models and allow top managers to simulate "what if" scenarios for strategic decision making. Expert systems and office automation systems provide problem solving assistance and reduce manual work for all employee levels.
IT Professional Perspective Final Slides
This presentation gives the brief description of Role of IT Strategy, Policy and Governance in a business with special focus on Information Systems
Management Information Systems - A Brief Overview
This presentation was made for the introductory student work on MIS.
This gives you a brief overview of Management Information System and how it is helpful in tacking business problems.
Social media risks guide
This document discusses the risks associated with organizational use of social media and the need to evaluate these risks as part of the audit process. It provides examples of social media risks including malware, data leakage, customer exposure, loss of content rights, and inadequate response to customer expectations. The document also discusses security risks like phishing attacks. It emphasizes that social media policies need to provide clear guidance to employees and be regularly updated. Key questions for organizations to consider include how mobile commerce and social media policies are integrated, monitored, and how information security measures apply to different data sensitivities.
What's hot (19)
Research Paper on "Project Management and IT Governance"
Research Paper on "Project Management and IT Governance"
IT governance in the public sector: a conceptual model
IT governance in the public sector: a conceptual model
Implementing an Effective Third-party & Vendor Risk Management Program
Implementing an Effective Third-party & Vendor Risk Management Program
IT Governance - Core Concepts for Business Managers
IT Governance - Core Concepts for Business Managers
Similar to Tailor an IT Governance Plan to Fit Organizational Needs
IT_Governance_Framework.pdf
This document discusses frameworks for establishing good IT governance. It begins by defining IT governance as the process for making decisions about IT investments. It emphasizes that IT governance is important to ensure investments are optimized and aligned with business strategy.
It then examines several existing frameworks that can be used as a starting point, including COBIT, ITIL, and ISO 17799. COBIT focuses on control objectives for IT and groups them into domains like planning, acquisition, and monitoring. ITIL provides best practices for IT service management. ISO 17799 establishes standards for information security management.
The document stresses that a good IT governance framework requires addressing structures, processes, and communication to define who makes decisions, how investments are approved and
IT Governance in Banks, May, 2014
IT Governance in Banks, workshop organized by USAID Finance for Economic Development (FED) Program in Yerevan, Armenia in May, 2014
Establishing a framework for it governance by dave cunningham 2007
Establishing an IT governance framework is important for law firms to effectively manage IT resources, risks, and investments. Published frameworks provide guidance but also require customization for each firm. Assessing firm performance through metrics and benchmarks allows for continuous improvement.
In Chapter 8.4 of the text, the author lays out several action items.docx
In Chapter 8.4 of the text, the author lays out several action items and practices that can be used to achieve good communication inside an organization.
For each of the three practices, outline a scenario describing how that particular practice has been, or could be, implemented in your current organization.
Choose three of the scenarios that you have outlined and discuss them in a short paper. Also discuss the impact of technology on the communication system. Does technology improve or confuse the system?
4.1 Practice 1: Hire, Develop, and Retain Effective Communicators
In a 1998 survey of 480 companies and public organizations by the National Associ- ation of Colleges and Employers, communication abilities are ranked number one among personal qualities of college graduates sought by employers. Work experi- ence and motivation are second and third.[21] Clearly, one of the reasons why com- munication skills are so important is that these skills are essential for facilitating or- ganizational change. A less obvious reason why good communicators are essential is that these individuals understand how to design and enhance the communication systems within an organization so that information flows more effectively. For example, Rob Goffee and Gareth Jones argue that effective leaders “communicate with care.” Communicating with care means that the leaders choose their channels of communication strategically, tailor their message to the aims of the change initiative, authentically disclose intimate details when appropriate, and are very sensitive to the pace and timing of their communications.[22] Clearly, any employee with this subtle set of skills is a rare and valuable human resource, and the organization does well to enhance this skill set in as many individuals as pos- sible, since their skill can be leveraged into improved communication systems for the entire organization.
4.2 Practice 2: Invest in Information Technologies and Experiment With New Formats
The number one capital investment for most organizations is in information tech- nologies; the primary new means of communicating within organizations. By some accounts, information technologies account for 35% to 50% of all business capital investment in the United States.[23] There are several obvious reasons for this high level of investment—the clear benefits of productivity gains due to improved in- formation, the transition from an industrial to an information-based economy, and the declining cost of information technologies coupled with increasing capabilities. However, information sharing is the essence of communication, and so effect- ive information technologies are an essential ingredient to making an organization change capable. Information is being shared more extensively with not only senior executives but also with the entire organization. Examining trends in information sharing in trying to understand organizations that were “built to change,” Ed Lawl- er and Chris.
Cfo insights evaluating_it
The document discusses how CFOs can better evaluate IT departments and technology investments. It recommends that CFOs focus on three key areas: communication between finance and IT, governance over technology spending and projects, and assessing IT capabilities and risks.
For communication, the document suggests CFOs and CIOs develop a shared language focused on business value and processes rather than just technology. For governance, it advises implementing two levels - one for strategic initiatives and one for individual projects. And for assessment, it provides questions for CFOs to ask about information quality, technology capabilities, reliability, and risks. Taking steps in these three areas can help CFOs optimize IT spending and prepare their companies technologically for the future
IT Infrastructure - Importance of IT to Business
IT Infrastructure - Importance of IT to BusinessWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will discuss in depth about the importance of technology in business, what IT governance is and its impact.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.htmlIT Governance - Governing IT: Do or Die?
Short presentation for "Executive Briefing for CISA, CISM, CRISC Program" at Binus University International, Jakarta, Indonesia
IT-Governance.pptx
This document provides an overview of IT governance and the system development life cycle (SDLC). It discusses 9 study objectives related to IT governance, strategic management, and the various phases of the SDLC. The phases of the SDLC include systems planning, systems analysis, systems design, systems implementation, and operation and maintenance. Systems planning involves evaluating strategic objectives, prioritizing IT systems, and conducting feasibility studies. The IT governance committee oversees strategic management of IT and the SDLC process.
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas Health
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas HealthHealthcare Network marcus evans
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017Information systems strategy formulation
The organizations can bring beneficial information through data technologies like Y2k, Bubble etc. There are many other benefits of these technologies, like they can help in utilizing and analyzing the information more comfortably and generate accurate financial reports within the organization. With the application of modern technology and automated systems, employees, stakeholders and consumers can be protected, because these systems help in making genuine report design. Organizations can maintain information system such as record keeping system on any Oracle or SQL server program. In order to avoid misuse of the data and analysis recorded in the system, the U.S designed SOX law procedures in July 2002 that needed to be followed.
WP Management Reporting Excellence_3
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.
Teams online ltd service governance framework
The document outlines an enterprise service framework developed by Teams Online Ltd. that provides guidance for organizations on governance and management of digital transformation. The framework is customizable for different organizations and industries. It aims to help organizations deliver value to stakeholders by understanding their needs and aligning IT services with business goals. Key components of the framework include principles, policies, processes, organizational structures, and people/skills.
Pm And It Governance
Project management and IT governance are essential to maximize the business value of technology investments. Effective IT governance includes:
1) Developing strategic and tactical governance structures that define decision making processes and responsibilities.
2) Understanding regulatory requirements and ensuring compliance through governance of project methodologies.
3) Configuring infrastructure to facilitate access to information and enable control systems to detect vulnerabilities.
Technology Implementation Paper
The document discusses the implementation of a performance management system in an IT service desk organization. It describes the background of the organization and the need for a performance management solution to address issues. It analyzes three approaches and recommends the best one. It then discusses the goals, objectives, and implementation process including communication, project structure, and risk mitigation. Finally, it covers an evaluation and reporting program to monitor the performance management program.
theprinciplesmaturitymodel
The document discusses information governance and introduces the Information Governance Maturity Model. It describes the model as having 5 levels of maturity for organizations' information governance programs based on the Generally Accepted Recordkeeping Principles. Level 1 is the lowest where information governance is not addressed, while Level 5 is the highest where information governance is fully integrated into business processes. The model can be used by organizations to evaluate their current maturity level, identify gaps, and develop strategies to improve information governance.
Governing IT | TechExpress.co
The document provides guidance on improving IT governance through establishing effective processes, policies, and procedures. It begins by outlining common challenges organizations face regarding IT decision-making and governance. It then describes tools available in the "Governing IT Toolbox" to help IT leaders address these challenges in three phases - managing processes, defining policies, and enforcing policies. The toolbox contains templates, guides, and other resources to help organizations inventory and assess current processes and policies, identify gaps, draft new policies and procedures, implement them, and ensure ongoing monitoring and improvement of IT governance.
Information quality management
This document discusses information quality management. It provides an overview of information quality management including definitions, tools, and strategies. Specifically, it discusses:
- Six common quality management tools - check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms.
- Components of an effective information quality management function including creating a clear mission, setting specific objectives, developing simple strategies, and designing a small focused quality function.
- Past lessons from total quality management including setting quality measures based on customer needs and making quality a shared responsibility.
The document is a reference for anyone seeking to learn more about information quality management practices and implementing quality standards within an organization's information technology systems.
Running head Key Factors in Computer Information Systems1Ke.docx
Running head: Key Factors in Computer Information Systems
1
Key Factors in Computer Information Systems
2
Does Management Plays A Key Factor in Computer Information System Field?
Keenen L. Rush
Savannah State University
Business Research (BUSA 2185 02)
Dr. Lundy
February 6, 2019
Abstract
This paper purpose is to give key factors on why it is important to have management throughout the Computer Information System field. There has been reports that fortune 500 companies believe management is not a key factor pertaining to computer information systems. People believe in this field that management is to controlling over people and don’t allow the workers to finish their objective. As I reviewed companies that are stricter on management versus others the ones that are strict are usually more successful and last longer. This study is to answer one question does management really plays a key factor in the CIS world. Overall this study should help you realize management should be mandatory throughout this field and should always be implemented in any company.
What does Computer Information System consist of?
What are some roles of Management in Computer Information Systems?
Do companies find Computer Information Systems necessary for their company?
Keywords: Controlling, Strict, Successful, Computer Information Systems
Does Management Plays A Key Factor in Computer Information System Field?
Many people wonder what Computer Information Systems is and how companies implement it within their business. Questions have been constantly asked what the purpose of management within the CIS department of a company is. Godfrey B (2018) felt that storing, managing, documenting, analyzing, and visualizing geographic data were some of the main components of CIS. Every company in the world functions with an Information System department without one a company can not be successful. Management in CIS provides wide-ranging and reactive property management services for the entire CIS portfolio, as well as third-party contracts. CIS is also devoted to constructing lasting tenant relations by employing open-minded community managers.
Many experts have study that management is one of the biggest components in the computer information system field. There have been companies who try to disregard having management in their cis department because of the cost. Cis perform remote troubleshooting including power check, physical connection review and power cycling to restart hardware and this doesn’t come cheap. Studies have shown fortune 500 companies spends millions on IT equipment for multiple reasons. First reason to keep up with data and also collect data on sales, customers, competitors, marketing strategies and so much more. Another reason is everything you can think of is run through a computer within a company whether it’s the company Wi-Fi, Website, E-mail, Phones, which are all things you need for a company to be successful.
One deficiency within my studies is.
Research Paper on Project Management and IT Governance
This is a short research paper on Project Management and Governance which I wrote as part of my course work on Project Management. This is a preliminary paper and was not published.
Similar to Tailor an IT Governance Plan to Fit Organizational Needs (20)
Establishing a framework for it governance by dave cunningham 2007
Establishing a framework for it governance by dave cunningham 2007
In Chapter 8.4 of the text, the author lays out several action items.docx
In Chapter 8.4 of the text, the author lays out several action items.docx
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas Health
The Challenges of Post-Merger Integration-Luis Taveras, RWJ Barnabas Health
Running head Key Factors in Computer Information Systems1Ke.docx
Running head Key Factors in Computer Information Systems1Ke.docx
Research Paper on Project Management and IT Governance
Research Paper on Project Management and IT Governance
More from Info-Tech Research Group
Select and Implement a Next Generation Endpoint Protection Solution
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Create a Winning BPI Playbook
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Master Contract Review and Negotiation For Software Agreements-sample
Your Challenge
Internal stakeholders usually have different – and often conflicting – needs and expectations that require careful facilitation and management.
Vendors have well-honed negotiating strategies. Without understanding your own position and leverage points, it’s difficult to withstand their persuasive – and sometimes pushy – tactics.
Software – and software licensing – is constantly changing, making it difficult to acquire and retain subject matter expertise.
Our Advice
Critical Insight
Conservatively, it’s possible to save 5% of the overall IT budget through comprehensive software contract review.
Focus on the terms and conditions, not just the price.
Learning to negotiate is crucial.
Impact and Result
Look at your contract holistically to find cost savings.
Guide communication between vendors and your organization for the duration of contract negotiations.
Redline the terms and conditions of your software contract.
Prioritize crucial terms and conditions to negotiate.
Optimize Change Management
This document discusses Info-Tech Research Group and change management. It provides an overview of Info-Tech as a global leader in IT research and advice. It then discusses the importance of balancing risk and efficiency in change management processes. Having too onerous of a process can lead to changes being implemented without proper review, while not having any process can increase risk. The document emphasizes having a right-sized change management process that incorporates adequate review and approval without being overly burdensome. It also stresses the importance of staff buy-in, tools to track changes, and management support for effective change management.
Improve IT Business Alignment With An Infrastructure Roadmap
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Build a Business-Driven IT Risk Management Program
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Standardize the Service Desk
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
Optimize Project Intake Approval and Prioritization
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Modernize Communications and Collaboration Infrastructure
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Optimize the IT Operating Model
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
Info-Tech Membership Overview
Info-Tech is the most innovative firm in the industry, and we pride ourselves on delivering better research than anyone.
Become a member and unlock a range of data-driven tools and resources to drive systematic IT improvement.
Define an EA Operating Model
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Become a Transformational CIO
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits
Info-Tech Research Group provides IT research and advice to help organizations address their full spectrum of IT concerns. The document discusses Info-Tech's services for data center consolidation, including actionable insights and templates to help plan and execute consolidation projects. It emphasizes that 12-18 months of planning is key to consolidation success in order to properly inventory equipment, address requirements, and mitigate risks and unexpected costs.
Build and Information Security Strategy
Your Challenge
Organizations are struggling to keep up with today’s evolving threat landscape.
From technology sophistication and business adoption to the proliferation of hacking techniques and the expansion of hacking motivations, organizations are facing major security risks.
Every organization needs some kind of information security program to protect their systems and assets.
Organizations today face pressure from regulatory or legal obligations, customer requirement, and now, senior management expectations.
Our Advice
Critical Insight
Performing an accurate assessment of your current security operations and maturity levels can be extremely hard when you don’t know what to assess or how to assess it.
Alignment can be a difficult area for security to get right when it’s trying to balance both regular IT and the business.
Communication is needed between the business leaders, IT leaders, and the security team for an effective security strategy to be in place.
Impact and Result
Info-Tech has analyzed and integrated regulatory and industry best practice frameworks, combining COBIT 5, PCI DSS, ISO 27000, NIST SP800-53, and SANS to ensure an exhaustive approach to security.
Through this process, a comprehensive current state assessment, gap analysis, and initiative generation ensures that nothing is left off the table.
This project will elevate the perception of the security team from being a hindrance to the organization to an enabler.
Build an Application Integration Strategy
Your Challenge
Even though organizations are now planning for Application Integration (AI) in their projects, very few have developed a holistic approach to their integration problems resulting in each project deploying different tactical solutions.
Point-to-point and ad hoc integration solutions won’t cut it anymore: the cloud, big data, mobile, social, and new regulations require more sophisticated integration tooling.
Loosely defined AI strategies result in point solutions, overlaps in technology capabilities, and increased maintenance costs; the correlation between business drivers and technical solutions is lost.
Our Advice
Critical Insight
Involving the business in strategy development will keep them engaged and align business drivers with technical initiatives.
An architectural approach to AI strategy is critical to making appropriate technology decisions and promoting consistency across AI solutions through the use of common patterns.
Get control of your AI environment with an appropriate architecture, including policies and procedures, before end users start adding bring-your-own-integration (BYOI) capabilities to the office.
Develop a Project Portfolio Management Strategy
Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
Implement an enterprise service bus revised
This document provides advice for implementing an Enterprise Service Bus (ESB) by highlighting important considerations. It emphasizes that an ESB is a platform to deliver solutions and must be implemented as part of broader initiatives to be successful. It also stresses the importance of people, processes, technology, governance and change management for a functioning ESB.
Implement a Shared Services Model
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Assess and Optimize EA Capability
Your Challenge:
Situation
Enterprise Architecture increases the organization’s ability to provide consistent services, accessible information, scalable infrastructure, and flexible technology integration on demand. It helps bridge the gap between business and IT and creates a shared enterprise vision.
Complication
EA programs that are run without the required EA capability level are prone to failure.
EA capability optimization and EA operating model design skills are not common, as they are not everyday tasks.
Our Advice:
Critical Insight
Using this research while assessing and optimizing your EA capability will help you:
Architect the EA capability by applying four architectural perspectives: Contextual, Conceptual, Logical, and Physical. Develop an EA Operating Model starting at the contextual level, and proceeding through to the physical.
Develop a sponsored mandate for EA capability. Identify and engage EA capability stakeholders. Determine organizational scope, i.e. responsibility and authority of EA. Identify business drivers for optimizing an EA capability. Analyze organizational context. Secure executive support and authorization to execute.
Establish EA capability purpose and strategic direction. Write EA capability vision statement. Craft EA capability mission statement. Define EA capability goals and measures. Create EA principles. Assess current and determine target EA capability level.
Document EA management process. Define EA management practices. Define interactions between EA management and other processes. Define EA capability performance and value measurement approach.
Design EA organization and roles. Design EA organization structure. Define EA roles. Define required skills and proficiency levels for EA roles. Determine required EA staff capacity.
Standardize EA tools and work products. Establish an EA repository. Decide on EA tools to be used. Define EA artifacts and work products.
Develop an EA capability improvement plan. Consolidate and refine steps required to roll out the target EA operating model and improve EA capability. Draw an EA capability improvement roadmap.
More from Info-Tech Research Group (20)
Select and Implement a Next Generation Endpoint Protection Solution
Select and Implement a Next Generation Endpoint Protection Solution
Master Contract Review and Negotiation For Software Agreements-sample
Master Contract Review and Negotiation For Software Agreements-sample
Improve IT Business Alignment With An Infrastructure Roadmap
Improve IT Business Alignment With An Infrastructure Roadmap
Build a Business-Driven IT Risk Management Program
Build a Business-Driven IT Risk Management Program
Optimize Project Intake Approval and Prioritization
Optimize Project Intake Approval and Prioritization
Modernize Communications and Collaboration Infrastructure
Modernize Communications and Collaboration Infrastructure
Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits
Craft an End-to-End Data Center Consolidation Strategy to Maximize Benefits
Recently uploaded
Main news related to the CCS TSI 2023 (2023/1695)
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
High performance Serverless Java on AWS- GoTo Amsterdam 2024
Java is for many years one of the most popular programming languages, but it used to have hard times in the Serverless community. Java is known for its high cold start times and high memory footprint, comparing to other programming languages like Node.js and Python. In this talk I'll look at the general best practices and techniques we can use to decrease memory consumption, cold start times for Java Serverless development on AWS including GraalVM (Native Image) and AWS own offering SnapStart based on Firecracker microVM snapshot and restore and CRaC (Coordinated Restore at Checkpoint) runtime hooks. I'll also provide a lot of benchmarking on Lambda functions trying out various deployment package sizes, Lambda memory settings, Java compilation options and HTTP (a)synchronous clients and measure their impact on cold and warm start times.
Dandelion Hashtable: beyond billion requests per second on a commodity server
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
Tomaz Bratanic
Graph ML and GenAI Expert - Neo4j
Skybuffer SAM4U tool for SAP license adoption
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Introduction of Cybersecurity with OSS at Code Europe 2024
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
"Choosing proper type of scaling", Olena Syrota
Imagine an IoT processing system that is already quite mature and production-ready and for which client coverage is growing and scaling and performance aspects are life and death questions. The system has Redis, MongoDB, and stream processing based on ksqldb. In this talk, firstly, we will analyze scaling approaches and then select the proper ones for our system.
Choosing The Best AWS Service For Your Website + API.pptx
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
GNSS spoofing via SDR (Criptored Talks 2024)
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
A Deep Dive into ScyllaDB's Architecture
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
Essentials of Automations: Exploring Attributes & Automation Parameters
Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Taking AI to the Next Level in Manufacturing.pdf
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Must Know Postgres Extension for DBA and Developer during Migration
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
Leveraging the Graph for Clinical Trials and Standards
Katja Glaß
OpenStudyBuilder Community Manager - Katja Glaß Consulting
Marius Conjeaud
Principal Consultant - Neo4j
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
Direct losses from downtime in 1 minute = $5-$10 thousand dollars. Reputation is priceless.
As part of the talk, we will consider the architectural strategies necessary for the development of highly loaded fintech solutions. We will focus on using queues and streaming to efficiently work and manage large amounts of data in real-time and to minimize latency.
We will focus special attention on the architectural patterns used in the design of the fintech system, microservices and event-driven architecture, which ensure scalability, fault tolerance, and consistency of the entire system.
Northern Engraving | Modern Metal Trim, Nameplates and Appliance Panels
What began over 115 years ago as a supplier of precision gauges to the automotive industry has evolved into being an industry leader in the manufacture of product branding, automotive cockpit trim and decorative appliance trim. Value-added services include in-house Design, Engineering, Program Management, Test Lab and Tool Shops.
Astute Business Solutions | Oracle Cloud Partner |
Your goto partner for Oracle Cloud, PeopleSoft, E-Business Suite, and Ellucian Banner. We are a firm specialized in managed services and consulting.
Recently uploaded (20)
High performance Serverless Java on AWS- GoTo Amsterdam 2024
High performance Serverless Java on AWS- GoTo Amsterdam 2024
Dandelion Hashtable: beyond billion requests per second on a commodity server
Dandelion Hashtable: beyond billion requests per second on a commodity server
GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
GraphRAG for LifeSciences Hands-On with the Clinical Knowledge Graph
Introduction of Cybersecurity with OSS at Code Europe 2024
Introduction of Cybersecurity with OSS at Code Europe 2024
Choosing The Best AWS Service For Your Website + API.pptx
Choosing The Best AWS Service For Your Website + API.pptx
Essentials of Automations: Exploring Attributes & Automation Parameters
Essentials of Automations: Exploring Attributes & Automation Parameters
Nordic Marketo Engage User Group_June 13_ 2024.pptx
Nordic Marketo Engage User Group_June 13_ 2024.pptx
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Your One-Stop Shop for Python Success: Top 10 US Python Development Providers
Must Know Postgres Extension for DBA and Developer during Migration
Must Know Postgres Extension for DBA and Developer during Migration
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Leveraging the Graph for Clinical Trials and Standards
Leveraging the Graph for Clinical Trials and Standards
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
Northern Engraving | Modern Metal Trim, Nameplates and Appliance Panels
Northern Engraving | Modern Metal Trim, Nameplates and Appliance Panels
Astute Business Solutions | Oracle Cloud Partner |
Astute Business Solutions | Oracle Cloud Partner |
Tailor an IT Governance Plan to Fit Organizational Needs
- 2. Optimize Your IT Governance in 4 Days. Drive business value and enable effective decision making by optimizing IT governance structure and processes. Despite the importance of IT governance, many organizations struggle to define optimal structure and processes. As a result, tackling IT governance optimization can be daunting for CIOs, especially because success necessitates involvement from key stakeholders across the organization. IT Governance is the #1 most important predictor of the value generated from IT (source: the Val IT framework). MIT Sloan School of Management finds: 20% higher profits reported by organizations with effective governance over poor governance. 40% of organizations who optimized for superior governance report that productivity was “highly improved.” 38% increase in IT-driven value reported by companies who optimized IT governance. The top three symptoms of poor governance all reflect a lack of business involvement in IT decision making: 72% insufficient IT resources planned 69% misalignment between business and IT strategy 69% business unaware of services IT provides Optimize IT governance around your target state capabilities in the five governance areas (risk, service, projects, information lifecycle, and PPM) to enable effective decision making. Overall IT Governance is about decision making. Make the right decisions faster with an optimized governance structure. Business involvement in IT governance is essential. To be effective, you need business support and involvement. Committee empowerment is key. Ensure the committee has organizational endorsement and the tools needed to make decisions. Module 1: Assess the current state Governance is not one-size-fits-all. Optimize your IT governance structure to enhance your target capabilities based on your organizational size and key IT objectives. Set clear metrics around your key objectives in the five governance areas. Module 2: Design the future state Build IT governance committees purposefully around the activities they are responsible for. Don’t focus on what committees you think you need. Determine responsibilities first. Determine committee participation based on committee responsibilities. Select only those who are key decision makers for the activities the committee is responsible for, and wherever possible, keep membership to between five and eight members. Committees can only be effective if they have clear and documented authority. Documenting the role of the committee is pivotal in obtaining stakeholder buy-in and increasing adoption. Clear accountability is essential for effective meetings. Each committee responsibility should have one person who is accountable, and at least one person who is responsible. This is the number one way to ensure that committee work gets done. Focus your meetings by having an agenda. Forty-nine percent of organizations report unstructured meetings to be the biggest time waster. Module 3: Build the IT governance process Building the high level IT governance processes brings your governance structure to life. Having a clear process for IT governance ensures that committees are able to complete their responsibilities. Module 4: Build a communication and action plan How you implement the changes to IT governance depends on the level of change. Whether you take a bottom-up or top-bottom approach should be based on your maturity gap. Right-size your communication management plan, based on the organizational impact. How you communicate the change will vary based on your organizational history, the urgency, and the level of change. Have a plan and clear accountabilities for measuring the impact of the change. Don’t let measurement take a back seat – have a plan up-front.
Editor's Notes
- http://www.infotech.com/research/ss/tailor-an-it-governance-plan-to-fit-organizational-needs