Since the attempt to record Rob’s presentation was unsuccessful, I thought I would summarize a few takeaway points as I heard them. (Any misinterpretations are entirely my fault and I apologize to Rob in advance if I misrepresent any of his ideas.)
1. IT governance provides a structure (processes) to make sure business strategy and IT strategy are aligned.
2. Benefits of best practice IT governance include:
– Incorporation of business input into IT strategy to promote common understanding, a broad sense of buy-
in, and functionality that serves business needs
– Maximization of the return on investments (funds + human capital) made in IT
– Well defined metrics that can easily be tracked and that are direct measures of the extent to which
desired outcomes are consistently occurring
3. Development of operational IT governance is generally the responsibility of management and
the IT organization. Executives generally bear responsibility for developing strategic IT governance and
presenting it to the board for approval.
3. The board’s primary role in IT governance is oversight.
– Is the governance strategy in the best interest of stakeholders and aligned well with business strategy?
– Is the framework around the strategy followed consistently and is it reliably delivering the desired results?
_ Are executives and IT leadership engaged and accountable?
Since the attempt to record Rob’s presentation was unsuccessful, I thought I would summarize a few takeaway points as I heard them. (Any misinterpretations are entirely my fault and I apologize to Rob in advance if I misrepresent any of his ideas.)
1. IT governance provides a structure (processes) to make sure business strategy and IT strategy are aligned.
2. Benefits of best practice IT governance include:
– Incorporation of business input into IT strategy to promote common understanding, a broad sense of buy-
in, and functionality that serves business needs
– Maximization of the return on investments (funds + human capital) made in IT
– Well defined metrics that can easily be tracked and that are direct measures of the extent to which
desired outcomes are consistently occurring
3. Development of operational IT governance is generally the responsibility of management and
the IT organization. Executives generally bear responsibility for developing strategic IT governance and
presenting it to the board for approval.
3. The board’s primary role in IT governance is oversight.
– Is the governance strategy in the best interest of stakeholders and aligned well with business strategy?
– Is the framework around the strategy followed consistently and is it reliably delivering the desired results?
_ Are executives and IT leadership engaged and accountable?