Group Assignment 1 ITGovernance: Organizationalchanges which help in gainingvisibility into the demands and requirements for the IT project and rollout ofstrategic on an enterprise level which help companies to reduce cost ofoperations on a day to day basis and improve overall operation efficiencyhelping to free resources for strategic initiatives to improve competitivenessand time efficiency. This processrequires few questions to be asked · What decisions must be made to ensureeffective management· Who should make these decisions· How will these decisions be monitored?Generally, every management in theworld has encounter employees resistance from practicing the new ways and stickto the old once even though the new ways of business in universally accepted.
Becauseof these scenarios It is necessary CIOs must be willing to take a lead in thesearch of value creating IT processes. If they are not, other managers and realexperts are glad take a chance, in language that resonates with CEOs. Forexample, companies talk of “IT value creation levers” and the amount each cancontribute to earnings per share. They also include “reduce IT cost base andenhance IT effectiveness,” “improve current business model and processesthrough IT,” and “grow top line with new IT-enabled products and enhancedcapabilities.” It is known that When CIOs discussion this model with CEOs andCFOs in this manner, they tend to give attention. According to 2005 IT productivitysurvey by Accenture 54 percent of all IT projects are challenged to becompleted and 18 percent fail completely.
Further, 56 percent of businessexecutives surveyed, along with 38 percent of IT executives, felt that ITdelivery standards are not meeting investment that business makes in it.In a book “ITGovernance: How Top Performers Manage IT Decision Rights for Superior Results”by Peter Weill And Jeanne Ross, they emphasize that today success of businessdepend on its IT-department and that IT governance is now inextricably linkedwith business governance, both because of IT’s critical business role andbecause of regulations such as the Sarbanes-Oxley Act, as well as otherindustry specific reporting requirements. To help with this process a newprocess called Information Technology Infrastructure Library(ITIL) was developed in UK,which is a library of best-practice IT processes to improve theefficiency and effectiveness of IT operations. ITIL helps associations in all industries and sectors solvebusiness issues as well as improving IT capability. To make the improvements inbusiness value associations are using ITIL as a mentor. There are some benefitsusing ITIL as a mentor to associations.
ITIL provide better service scenario tohelp in the business growth, risk management techniques, same line of business,one-time investment can say it as cost reduction. ITIL reduces the work loadand it will be helpful in documenting, providing the details of the project ata correct time. ITIL is helping the network-based providers by cutting theirbudget. Apart from all these ITIL is providing the main inputs and statisticalassumptions that can lead the business growth in future. ITIL gives a structurethat affiliations can adjust to address their own issues. Affiliations requirenot understand each procedure, simply those that look great and fit into theway the association needs to participate later.
The first step in achieving effectiveIT governance is making a hard-nosed assessment of where you are. One of themost common pitfalls in implementing IT governance is trying to run before youcan walk. The well-known CMMi (Capability Maturity Model) is widely used tomeasure overall levels of IT maturity within organizations. Another key tenetof successful IT governance implementation is phased deployment.
The temptationis to try to tackle everything at once and “get it over with.” This isgenerally a ticket to failure. Embedded habits take time to break, as evenLarry Ellison found out. There are two basic ways toward effective phaseddeployment: pilot projects and pilot groups.
