IT Governance and emerging trends

Transcription

1 IT Governance and emerging trends Athens, 4 November 2013 Professor Georges Ataya Academic Director, Solvay Brussels School (solvay.edu/it) Past International Vice President, ISACA (isaca.org) Managing Partner, ICT Control (ictc.eu) 1

2 Academic Director of IT Management Education at Solvay Brussels School of Economics and management (Executive Education). Professor at the Master in Management delivering Enterprise Consulting workshop since 2006 and in charge of IT Governance from 2011 (Master Graduate study). Managing Partner with ICT Control a Brussels based firm involved with consulting and Management advisory in the domains of IT Governance, Information Security Management, Enterprise architecture and sourcing management. g@ataya.net ictc.eu ataya.eu - solvay.edu/it Twitter: gataya linkedin ataya skype georgesataya 2

3 ICT Control services CIO Services Project risk management CIO Communication Outsourcing control Software quality evaluation IT Process improvement Information Security Assurance and risk services 3

4 Executive Education in IT MANAGEMENT Since 2001 Executive Master in IT Management 288h over 1 or 2 years Executive Programme in ICT Audit & Assurance 144h over 1 year Executive Programme in Information Security Management Executive Programme in IT Management 4

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6 Topics Challenges for today s CIO Building tomorrow s infrastructure Information Broker and value creator Running IT as a Business Business Governance of IT Operating model Agility Architecture IT Governance practices Value Creation IVI-CMF model Sourcing and escm IT cockpit

7 Business Governance of IT Operating model Agility Architecture 7

8 Building capabilities Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 8

9 To support your strategy, define your operating model 1. What are the core activities in your organization What activities do you want to perform repeatability, flawlessly, and efficiently? What activities did you perform yesterday, and will you perform today and tomorrow? 2. How standardized and integrated do they need to be? The Operating Model is your answer to 2 questions. The Operating Model Focuses on the sacred transactions of the organization the core activities that should be second nature Provides a stable view of the organization Is more useful for guiding IT efforts Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 9

10 Business Transformation the Adaptive/Agile Enterprise 10

11 Business Transformation Primary Driver 11

12 Measuring Outcomes 12

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14 Seven Types of Agility in Four Categories 14

15 The usual result of IT-business alignment Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 15

16 The desired result of IT-business alignment a digitized platform Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 16

17 The digitized platform enables business agility Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 17

18 Campbell s needed to convert its legacy IT and business process environment Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 18

19 to a digitized process platform Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 19

20 Enterprise Architecture designs the digitized platform Enterprise Architecture is the organizing logic for business process and IT capabilities reflecting the integration and standardization requirements of the firm s operating model Enterprise Architecture provides the design for one or more digitized platforms Source: Enterprise Architecture As Strategy J. Ross, P. Weill, D. Robertson 20

21 Operating model and Architecture Business Business IT Business Process Information IT Application Infrastructure

22 IT Governance practices Value Creation IVI-CMF model Sourcing and escm IT cockpit

23 Linkages of Business and IT Strategies and Operations Source: IBM 23

24 Henderson-Venkataraman model of Alignment 24

25 Business Strategy 25

26 Business Strategy Links to IT Strategy 26

27 IT-CMF Provides the Framework to Link Business Strategy to IT Strategy 27

28 Current and Future Critical IT Process Maturity Leading to IT Strategy 28

29 Innovation Value Institute (IVI) and IT-CMF (IT Capability Maturity Framework) IVI is developing an the IT-CMF as a systematic framework for improving IT capability and identifying and prioritising opportunities, reducing cost and optimising the business value of IT investments ( Based on an Intel framework and initially developed as part of Intel s IT transformation (Managing Information Technology for Business Value Reviewed and tested with 200+ CIOs 29

30 IT-CMF High Level Framework The IT-CMF is structured into four high-level processes for valueoriented IT management 30

31 IT-CMF High Level Framework (cont d) 31

32 IT-CMF Meta-Framework and Implementation Frameworks 32

33 IT-CMF: Characteristics 33

34 IT Value Contribution Increases with Maturity 34

35 IT-CMF: Detailed View 35

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37 The esourcing Capability Model for Client Organizations (escm-cl) A best practices model for client organizations Developing the organization's sourcing strategy, Planning for sourcing and service provider selection, Initiating an agreement with service providers, Managing service delivery, and Completing the agreement

38 escm-cl

39 The esourcing Capability Model for Service Providers (escm-sp) The best practices associated with successful sourcing relationship Delivery capabilities, Initiation, and Completion of the contract.

40 Business The ICTC Demand Supply model Abstract view Demand Alignment Supply Strategy Decisions Processes Operations Resources IT Initiatives Enablers capabilities Services copyright 2013 Georges Ataya & Sushil Chatterji, Solvay Brussels School of Economics and Management 40

41 Business The IT Demand Supply model Components view Demand Alignment Supply Drivers/Goals Decisions Governance Processes Value / Risk Principles Leadership Align, Plan and Organize Assets Investments Architecture Requirements Build, Acquire and Implement Deliver, Service and support Business Process Resources Monitor, Evaluate and assess Human factor People Applications Information Infrastructure Enablers IT Capabilities Strategy Initiatives Portfolios Programmes Communication Organisational structure Culture, Ethics and Behavior Operations Projects Services Skills and competencies IT Principles and Policies Budgets Catalog Usage Earned Value Tools and automation copyright 2013 Georges Ataya & Sushil Chatterji, Solvay Brussels School of Economics and Management 41

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