Post on 28-Jul-2018
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)
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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/itTwitter: gataya – linkedin ataya – skype georgesataya
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ICT Control services
CIO ServicesProject risk managementCIO CommunicationOutsourcing controlSoftware quality evaluationIT Process improvementInformation SecurityAssurance and risk services
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Executive Education in IT MANAGEMENT Since 2001
Executive Master in IT Management
Executive Programme in ICT Audit & Assurance
Executive Programme in Information Security Management
Executive Programme in IT Management
288h over 1 or 2 years
144h over 1 year
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Topics
Business Governance of IT
ArchitectureAgilityOperating
model
IT Governance practices
IT cockpitSourcing and
eSCmValue Creation IVI-CMF model
Challenges for today’s CIO
Running IT as a Business
Information Broker and
value creator
Building tomorrow’s
infrastructure
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Business Governance of IT
ArchitectureAgilityOperating
model
Building capabilities
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson
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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
To support your strategy, define your operating model
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 9
Business Transformation – the Adaptive/Agile Enterprise
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Business Transformation – Primary Driver
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Measuring Outcomes
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Seven Types of Agility in Four Categories
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The usual result of IT-business alignment
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson
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The desired result of IT-business alignment –a digitized platform
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson
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The digitized platform enables business agility
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson
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Campbell’s needed to convert its legacy IT and business process environment…
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 18
… to a digitized process platform
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 19
• 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
Enterprise Architecture designs the digitized platform
Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 20
Operating model and
Architecture
Business Process
Information
Application
Infrastructure
IT
Business
IT
Business
IT Governance practices
IT cockpitSourcing and
eSCmValue Creation IVI-CMF model
Linkages of Business and IT Strategies and Operations
Source: IBM23
Henderson-Venkataraman model of Alignment
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Business Strategy
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Business Strategy Links to IT Strategy
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IT-CMF Provides the Framework to Link BusinessStrategy to IT Strategy
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Current and Future Critical IT Process Maturity – Leading to IT Strategy
• 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 (http://ivi.nuim.ie/)
– Based on an Intel framework and initially developed as part of Intel’s IT transformation (Managing Information Technology for Business Value http://www.intel.com/intelpress/sum_bv.htm)
– Reviewed and tested with 200+ CIOs
Innovation Value Institute (IVI) and IT-CMF (IT Capability Maturity Framework)
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IT-CMF High Level Framework
The IT-CMF is structured into four high-level processes for value-oriented IT management
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IT-CMF High Level Framework (cont’d)
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IT-CMF Meta-Framework and Implementation Frameworks
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IT-CMF: Characteristics
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IT Value Contribution Increases with Maturity
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IT-CMF: Detailed View
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The eSourcing Capability Modelfor Client Organizations (eSCM-CL)
• 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
A best practices model for client organizations
eSCM-CL
The eSourcing Capability Modelfor Service Providers (eSCM-SP)
• Delivery capabilities,
• Initiation, and
• Completion of the contract.
The best practices associated with successful sourcing relationship
Services
Alignment
Bu
sin
essIT
Demand Supply
Strategy
Operations
Processes
Enablers
Decisions
Resources
Initiatives
© copyright 2013 Georges Ataya & Sushil Chatterji, Solvay Brussels School of Economics and Management
capabilities
The ICTC Demand Supply model ©Abstract view
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Alignment
Services
UsageCatalog Earned Value
Bu
sin
essIT
Demand Supply
Enablers
Communication
Organisational structure
Culture, Ethics and Behavior
Skills and competencies
IT Principles and Policies
Tools and automation
Processes
Align, Plan and Organize
Build, Acquire and Implement
Deliver, Service and support
Monitor, Evaluate and assessResources
People Information
Applications Infrastructure
InitiativesPortfolios
Programmes
Projects
Drivers/Goals
Strategy
Value / Risk
Capabilities
Operations
Assets
Human factor
Budgets
Business Process
© copyright 2013 Georges Ataya & Sushil Chatterji, Solvay Brussels School of Economics and Management
Decisions
Principles
Investments Requirements
Architecture
Leadership
Governance
The IT Demand Supply model ©Components view
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