1. IT
Governance
Subbu
Murthy
uGovernIT™,
Inc.
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2. Wikipedia
Information technology governance is a subset
discipline of corporate governance focused on
information technology (IT) systems and their
performance and risk management. The rising
interest in IT governance is partly due to
compliance initiatives, for instance Sarbanes-
Oxley in the USA and Basel II in Europe, but more
so because of the need for greater accountability
for decision-making around the use of IT in the
best interest of all stakeholders.
uGovernIT™,
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3. A
CIO
View
The scope of IT Governance includes all
technology components (IT infrastructure,
telecommunications, software
applications) and resources (IT personnel,
user-IT teams) necessary to effectively
develop and manage technology initiatives
and resources within the Enterprise. The
principal objective of the governance
process is to enable the Enterprise
achieve its business objectives.
3
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4. The
Big
IT
Challenge
Customers
(users)
always
have
issues/changes
that
require
IT
technical
resources.
Business
changes,
technology
changes,
regulatory
changes
and
new
ideas
constantly
create
new
project
requests.
Budget
challenges,
backlogged
work
requests
and
the
need
to
incessantly
innovate
make
resource
alloca2ons
challenging.
4
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5. Three
Certain7es
In
Life
We
know
the
first
two
certain2es,
the
third
is
HR
known
to
every
IT
Finance
professional!
Marke2ng
Opera2ons
Compliance
There
is
always
more
Internal
IT
Projects
work
than
available
$
5
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Inc.
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6. Goal
of
IT
Governance
Verifying
that
I.T.
dollars
are
spent
on
the
right
projects,
and
just
as
importantly,
at
the
right
2me
6
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Inc.
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7. CIOs
are
faced
with
3
Concurrent
Ac7vity
Streams
“Keep
it
running”
Changes
to
opera2ons/problems
are
Business
managed
via
service
requests
As
Usual
Innovate
Op7mize
“Increase
Revenues”
“Do
More
With
Less”
These
are
typically
your
strategic
These
projects
are
typically
ini7a7ves
implemented
to
get
the
improvements
that
drive
efficiency
best
value
to
the
way
business
operates
7
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Inc.
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8. How
do
BIG
CIOs
cope
with
this?
They
spend
Mega
$
on
PMOs
to
manage
tools
and
staff:
projects,
support
Budge2ng
&
not
just
one-­‐ staff
to
analyze
Planning
System
2me
costs
but
performance
and
high
recurring
generate
reports
expenses
Resource
Management
Asset
Management
Tools
for
managing
customer
support,
services,
projects
and
a
Project
Management
separate
tool
for
Integra2ng
Data
&
Building
Analy2cs
Technical
Services
Customer
Support
8
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Inc.
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9. These
solu7ons
are
not
prac7cal
for
the
innova7ve
SMB
CIOs
• The
tools
are
expensive
to
acquire
and
1
expensive
to
maintain
• The
tools
and
the
associated
Governance
2
processes
are
complex
and
onerous
• The
tools
need
custom
integra2on
to
get
3
the
whole
picture
• The
tools
are
complex
and
need
the
4
services
of
specialized
staff
9
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Inc.
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10. SMB
IT
Governance
From
a
Change
Agent
Perspec7ve
10
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Inc.
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11. Who
manages
IT
for
SMBs?
10
to
500
100
to
5000
employees
employees
S
M
IT
Expenditures
<$500K
<
$3M
$3M+
Who
manages
IT?
CFO
I.T.
Director
CIO
COO
11
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12. On-­‐Demand
CIO
Services
are
gaining
Trac7on
There
is
a
large
pool
of
experienced
CIOs
who
area
ready
to
bring
their
expertise
to
help
SMBs
Retainer
models
ensure
that
there
is
a
fixed
cost
but
CIOs
understand
the
workload
fluctuations
typical
of
SMB
needs
Strategy
and
developing
the
IT
Blueprint
for
a
SMB,
and
managing
it
does
not
require
a
full-­‐time
CIO
Costs
are
typically
a
fourth
of
the
cost
of
captive
full-­‐time
CIO
12
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Inc.
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13. On-­‐Demand
CIO/CTO
Services
Model
13
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Inc.
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14. SMB
IT
Governance
From
a
Process
Perspec7ve
14
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Inc.
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15. The
Keep
IT
Simple
Approach
Problem
Management
R E Q U E S T S
S E R V I C E
Service
Management
How
do
I?
Service
Fulfillment
I
have
a
Change
Management
problem
I
need
something
New
Project
Request
R E Q U E S T S
P R O J E C T
Task
Management
New
Project
Review
&
Project
Implementa2on
Request
Approval
Process
&
Delivery
Process
Project
Management
User-­‐IT
IT
Steering
IT
Steering
Commijee
PMO
Governance
Commijee
M A N A G E M E N T
Asset
Asset
Es2mate
Catalog
Acquisi2on
Budget
Budget
Review
Asset
Management
R E S O U R C E
Resource
Management
Asset
Budget
Asset
Management
Asset
Variance
Management
Budget
Budget
Management
Disposi2on
Alloca2on
Tracking
Approval
Analy2cs
&
Dashboards
Resource
Asset
Budget
U2liza2on
Alloca2on
Management
15
uGovernIT™,
Inc.
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16. IT
Governance
Framework
(1)
Maturity
Level
Transforma2ona
Efficiency
Effec2veness
l
Design,
develop
and
Align
resource
Technology
Design,
develop
and
deliver
technology
deliver
IT
Services
priori2es
to
business
Management
ini2a2ves
needs
Plan
and
budget
User
Con2nuously
evolve
Triage
and
sequence
with
focus
on
services
to
meet
projects
to
meet
Benefit
user
needs
business
needs
effec2ve
resource
u2liza2on
Business
Develop
and
meet
Con2nuously
evolve
Con2nuously
evolve
SLAs
to
improve
capabili2es
to
to
innovate
and
add
Benefit
performance
deliver
innova2on
business
value
16
uGovernIT™,
Inc.
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17. Another
Maturity
Framework
(2)
Increases
Revenues
I
IT
is
focused
on
gaining
a
IT
is
mature
and
provides
the
compe22ve
edge.
IT
enterprise
compe22ve
Investments
are
focused
on
advantage
and
opera2onal
revenue
enhancements
while
efficiencies.
minimizing
risk.
Smaller
projects
which
can
Leaders
Trailblazers
produce
high
value
can
get
Efficiency
may
sacrificed
lost
in
the
priority
shuffle.
IT
leading
to
higher
budgets
than
is
innova2ve
but
could
add
necessary.
more
risk.
Increases
Efficiency
Reduces
Risk
E
R
IT
is
focused
on
just
IT
is
focused
on
saving
costs
by
maintaining
systems
and
enabling
the
enterprise
to
be
reducing
exposure.
Typically
IT
efficient.
is
limited
to
back-­‐office
IT
tends
to
innovate
less
and
Thrims
Laggards
opera2ons.
could
lead
to
obsolescence.
User
projects
do
not
get
IT
is
rarely
used
to
build
a
priority.
IT
is
rarely
used
to
compe22ve
edge.
build
a
compe22ve
edge.
M
17
uGovernIT™,
Inc.
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18. SMB
IT
Governance
From
a
Tool
Perspec7ve
18
uGovernIT™,
Inc.
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19. Tool
Perspec7ve:
Need
for
an
Integrated
Solu7on
A
complete
solution
that
is
fully
integrated
and
costs
a
lot
less
Out
of
the
box,
it
should
have
the
features,
content
and
reports
CIOs
need
It
should
be
based
on
best
practices
such
as
ITIL
and
other
standards
but
must
be
simple
to
use
and
practical
It
must
be
flexible
and
configurable
to
meet
the
needs
today
and
grow
to
meet
the
needs
tomorrow
19
uGovernIT™,
Inc.
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20. Governance
Architecture
This
component
helps
configure
the
Configurator
Governance
to
enterprise
specific
needs.
Workflow
Pre-­‐built
Work
flows
can
be
configured
and
Processor
adapted
to
enterprise
business
process.
Content
Pre-­‐built
policies,
procedures,
rules,
service
levels
can
be
customized
to
meet
enterprise
Manager
specific
requirements.
Analy2cs
can
help
managers
and
execu2ves
Analy7cs
measure
and
manage
resource
u2liza2on,
efficiency
and
effec2veness.
20
uGovernIT™,
Inc.
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21. Tool
should
provide
integrated
dashboards
Open
Service
Requests
Project
Status
Resource
Management
Budget
Management
Low
233
On
Track
23
Employee 93
Budget
$2463K
Medium
121
Minor
Issues
14
s
Consultants
54
Actuals
$2445K
High
168
Major
Issues
8
Vendors
179
Variance
$18K
Open
Request
Types
New
Project
Requests
Top
3
Resource
Centric
Selected
Budget
Costs
Issues
145
Pending
Review
7
Projects
Project
A
25
PC
Purchases
$120K
Services
329
Pending
Approval
4
Project
B
14
Consultant
Costs
$85K
Changes
38
Pending
Start
3
Project
C
13
Somware
$55K
Maintenance
Closed
(past
month)
Task
Lists
Resource
Hours
Costs
(current
month)
Issues
160
Open
45
Infrastructure
385
Infrastructure
$400K
Services
229
New
19
Apps
Support
619
Apps
Support
$522K
Changes
18
Closed
7
Projects
548
Projects
$748K
Other
368
Other
$468K
Service
Requests
(past
6
months)
Project
Costs
(past
6
months)
Resource
U2liza2on
IT
Costs
(past
6
months)
4
34%
29%
3
19%
18%
2
1
Infra-­‐
Apps
Projects
Other
Mar
Apr
May
Jun
Jul
Aug
Structure
Support
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uGovernIT™,
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uGovernIT™,
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uGovernIT™,
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21
CIO
View
uGovernIT™,
Inc.
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22. Tool
should
provide
three
lenses
Ops
Lens
Services
Lens
Project
Lens
22
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Inc.
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23. Tool
should
provide
assessment
frameworks
Priority
1
Priority
2
Priority
3
Project
ABC
Project
High
BI
Priority
2
Priority
3
Defer
Business
Value
Project
AVG
Medium
Priority
3
Priority
3
Defer
Project
Project
Low
PMM
XYZ
Low
Medium
High
Project
Cost
23
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24. Control
Objec7ves
for
Informa7on
&
related
Technology
(CoBIT)
Information Systems Audit and Control Association (ISACA) is
a set of guidelines and supporting toolset for IT Governance
that is accepted worldwide. It’s used by auditors and
companies as a way to integrate technology to implement
controls and meet specific business objectives.
The
Informa7on
Technology
Infrastructure
Library
(ITIL)
ITIL from the government of the United Kingdom offers eight
sets of management procedures in eight books: service
delivery, service support, service management, infrastructure
management, software asset management, business
perspective, security management and application
management. ITIL is a good fit for organizations concerned
about operations.
24
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Inc.
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25. Commihee
of
Sponsoring
Organiza7ons
(COSO)
This model for evaluating internal controls is from the
Committee of Sponsoring Organizations of the Treadway
Commission. It includes guidelines on many functions,
including human resource management, inbound and outbound
logistics, external resources, information technology, risk, legal
affairs, the enterprise, marketing and sales, operations, all
financial functions, procurement and reporting. This is a more
business-general framework that is less IT-specific than the
others.
Capability
Maturity
Model
Integra7on
(CMMI)
The Capability Maturity Model Integration method, created by a
group from government, industry and Carnegie-Mellon’s
Software Engineering Institute, is a process improvement
approach that contains 22 process areas. It is divided into
appraisal, evaluation and structure. CMMI is particularly well-
suited to organizations that need help with application
development, lifecycle issues and improving the delivery of
products throughout the lifecycle.
25
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