IT治理知識(shí)概述(英文版)

1、By George IT governance is the responsibility of the boardof directors and executive management. It is an integral part of enterprise governance and consist ofthe leadership and organizational structures and processes that ensure that the organizations IT sustainsand extends the organizations strate

2、gies and objectivesInteraction of Objectives and IT activitiesIT Governance FrameworkWhy Is IT Governance Important IT is critical in supporting and enabling enterprise goals IT is strategic to the business growth and innovation Due diligence is increasingly required relative to the ITimplication of

3、 mergers and acquisitions The expectation to IT seldom match the reality of ITFocus Areas of IT GovernanceFocus Areas of IT Governancen Strategic alignmentFocus on aligning with the business and collaborative solutionsn Value deliveryConcentrating on optimizing expense and proving the value of ITn R

4、isk managementAddressing the safeguarding of IT assets, disaster recovery and continuity of operationsn Resource managementOptimizing knowledge and IT infrastructuren Performance measurementTracking project delivery and monitoring IT servicesFocus Areas of IT Governancen Strategic alignmentn Value d

5、eliveryn Risk managementn Resource managementn Performance measurementIT Strategic alignmentIT alignment is a journey, not a destination For IT governance alignment encompasses more than strategic integration between the (future) IT organization and the (future) enterprise organization. It also is a

6、bout whether IT operations are aligned with the current enterprise operationsIT Strategic alignmentIT alignment is a journey, not a destinationIT Supporting Strategic ObjectivesFocus Areas of IT Governancen Strategic alignmentn Value deliveryn Risk managementn Resource managementn Performance measur

7、ementIT Value DeliveryIT value is in the eye of the beholderViews of IT value (Weill and Broadbent)IT Value DeliveryIT value is in the eye of the beholder The basic principle of IT value are the on-time and within-budget delivery of appropriate quality, which achieves the benefits that were promised

8、 To manage expectations IT and business should use a common language for value The higher one goes in the measurement hierarchy, the more dilutionoccurs Important not only to focus on measurements based on value realization,but also to take into account the enterprises performance in creating value

9、Establish the value measures in concert between business and ITFocus Areas of IT Governancen Strategic alignmentn Value deliveryn Risk managementn Resource managementn Performance measurementIT Risk Management The risk awareness of senior corporate officers Effective risk management begins with a cl

10、ear understanding of theenterprises appetite for risk The approaches to choose depending on the type of risk and its significance to the business:Its the IT alligators you do not see that will get youl Mitigate -Implement controlsl Transfer -Share risk with partners or transfer to insurance coverage

11、l Accept -Formally acknowledge that the risk exists and monitor it The most damaging risk are those that are not well understoodFocus Areas of IT Governancen Strategic alignmentn Value deliveryn Risk managementn Resource managementn Performance measurementIT Resource ManagementA good craftsman is re

12、cognized by the quality of his tools One of the keys to successful IT performance is the use and allocationof IT resources (people, applications, technology, facilities, data) inservicing the needs of the enterprise The responsibilities with respect to IT systems and services procurementare understo

13、od and applied Appropriate methods and adequate skills exist to manage and supportIT projects and systems Improved workforce planning and investment exist to ensure recruitment and retention of skilled IT staff IT education, training and development needs are fully identified and addressed for all s

14、taff Appropriate facilities are provided and time is available for staff to developthe skills they needFocus Areas of IT Governancen Strategic alignmentn Value deliveryn Risk managementn Resource managementn Performance measurementIT Performance MeasurementIn IT if you are playing the game, not keep

15、ing score, you are only practicing The means of value creation shifted from tangible to intangible assets in information-based global economy BSC translates strategy into action to achieve goals with a performance measurement system going beyond the traditional wayIT Performance MeasurementIn IT if

16、you are playing the game, not keeping score, you are only practicingFinancial perspective To satisfy our stakeholders what financial objective must we accomplishCustomer perspective To achieve our financial objectives what customers needs must we serveInternal process perspective To satisfy our cust

17、omers and stakeholders in which internal business processes must we excelLearning perspective To achieve our goals how must our organization learn and innovateIT Performance MeasurementIn IT if you are playing the game, not keeping score, you are only practicingn IT does more than provide informatio

18、n to obtain a global picture, alsoenables and sustains solutions for the actual goals set in the business scorecardERP/SCMCRMKMOAIT Performance MeasurementIn IT if you are playing the game, not keeping score, you are only practicingn IT BSC is one of the most effective means to aid to achieve IT and

19、 business alignment. n The objective To establish a vehicle for management reporting to the board To foster consensus among key stakeholders about ITs strategic aims To demonstrate the effectiveness and added value of IT To communicate about ITs performance, risks and capabilitiesIT Performance Meas

20、urementIT Performance MeasurementSample of IT BSC MeasuresConclusions IT governance should be integrated within enterprise governance IT governance roles and responsibilities need to be defined An IT governance implementation plan is required Set up a governance organization framework Align IT strategy with