Bringing Business Value to IT Governance

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IT Decision Making
In order for IT governance to work, first the basics need to be in place. This includes the standards, practices, policies, compliance verification, and metrics. Second and most important, is that management must use these elements to manage their organization. The implication is that management must establish a decision-making model to guide them in making IT decisions that align with the direction of their organization. Decision making should be based on the business objectives that the organization finds valuable that lead to a competitive edge.

Then the business must execute on other elements of making a standard work (e.g., practice, policy), and using the compliance verification and metrics as a result to guide their organization to ensure the business results are aligning with the business objectives or adjust the IT standards until business objectives are met.

Evaluating IT Vendors

Another strategy for IT governance is to establish a process for evaluating IT products and the vendors that build them. Does the vendor product have a roadmap of development over the next couple of years? Does the IT vendor have an IT governance strategy or does it have a set of technology standards that it follows? Does the technology that vendor builds align with the business objectives? This can help an organization understand the direction of the vendor product line and see if the technologies used align (or not) with the organization. While request for proposals (RfPs) used to assess a vendors, they typically do not include information on the vendor's technology roadmap or current technology stack. This is why a more thorough strategy of evaluating a vendor's IT roadmap or technology stack is needed.

Formal Approaches
Finally, there are IT governance strategies that are more formal. Two such formal approaches are the common objectives for information and related technology (otherwise known as COBIT) and the information technology iInfrastructure library (otherwise known as ITIL). COBIT provides an overall IT governance framework, enables policy development

About the author

Mario  Moreira's picture Mario Moreira

<strong>Mario Moreira</strong> is a Columnist for the CM Journal, a writer for the Agile Journal, an Author, an Agile and CM expert for CA, and has worked in the CM field since 1986 and in the Agile field since 1998. He has experience with numerous CM technologies and processes and has implemented CM on over 150 applications/products, which include establishing global SCM infrastructures. He is a certified ScrumMaster in the Agile arena having implemented Scrum and XP practices. He holds an MA in Mass Communication with an emphasis on communication technologies. Mario also brings years of Project Management, Software Quality Assurance, Requirement Management, facilitation, and team building skills and experience. Mario is the author of a new book entitled “<strong><a href="http://www.amazon.com/dp/0470746637?tag=cmf06-20&amp;camp=213761&amp;cre... Configuration Management for Agile Teams</a></strong>” (via Wiley Publishing). It provides an Agile Primer and a CM Primer, and how to adapt CM practices for Agile Teams. Mario is also the author of the CM book entitled, “<strong><a href="http://www.amazon.com/Software-Configuration-Management-Implementation-R... Configuration Management Implementation Roadmap.</a></strong>” It includes step-by-step guidance for implementing SCM at the organization, application, and project level with numerous examples. Also consider visiting Mario’s blog on CM for Agile and Agile adoption at <a href="http://cmforagile.blogspot.com/">http://cmforagile.blogspot.com/</a>.
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