DM p10-11 Opinion - IT Gov Feb09.qxp 29/01/2009 13:58 Page 10
Opinion
O
ver the last couple of years, we have been environment, such as those involving the manage-
researching the causes of CRM system suc- ment and use of large customer databases, relatively
cess and failure. Merlin Stone covered some simple changes can a have a big effect on higher-level
of the results of this research in his column of business processes, so change management tools are
January 2008. Since then, we have broadened out our essential to the IT governance process. Typically, IT
research programme, to include coverage of major governance process design starts with an IT gover-
systems projects with some focus on the customer or nance plan. This is followed by its implementation
stakeholder, even if they are not “pure CRM”. An and assessing the results against the desired outcome.
Further changes and implementation of the revised
IT governance:
plan may be necessary in order to ensure continuous
improvement. The objective of change management
in this context is to ensure that standardised methods
where should the
and procedures are used for efficient and prompt
handling of all changes to controlled IT infrastruc-
ture. There is no standard solution for IT governance,
buck stop?
but change management disciplines should be adopt-
ed early on in the governance cycle, to support the
IT governance and
development of a comprehensive IT governance pro-
gramme.
project management – Good governance results in a framework for
Professor Merlin Stone
accountability for taking and implementing IT deci-
sions and for getting the desired results from them.
reports back on a The main attributes of good governance include
qualitative study he
UIrecordAn organisational strategy which is set out so that
its IT implications can be identified clearly
carried out with Dev
UIrecordClear assignment and governance of internal
Sharma and Dr Yuksel
resources
UIrecordBoard sponsorship of, ownership of and involve-
Ekinci.
ment in governance policies
UIrecordClarity, quality, consistency and measurability of
governance
UIrecordEncouragement of behaviours and internal/external
relationships which support your governance poli-
important topic raised during this broadening was cies
the question of IT governance – the process and UIrecordApplication of governance to external suppliers as
structure which ensures that organisations deploy well as to internal activities
their IT investments appropriately to ensure that the UIrecordAppropriate use of shared governance structures
resulting activities – whether programmes, projects or including main board, executive board, audit com-
operations which they fund – are carried out properly mittee, change programme boards and internal and
and achieve the desired results. Governance covers external auditors
many aspects of IT management – the principles of IT
strategy and their relationship to organisational strat- IT governance is usually implemented at different lay-
egy, the architecture(s) upon which organisations ers of the organisation. Leaders report and receive
base their IT and the extent to which it is integrated directions from their managers and managers reports
and standardised, an organisation’s policies towards up to the executive and the executive to the board of
IT infrastructure, its organisational applications – directors. While many organisations recognise the
including how it diagnoses and fulfils organisational potential benefits that technology can achieve, the
needs, and its financial investment in IT. Governance successful ones also understand and manage the risks
also covers all the assets involved in IT. associated with implementing new technologies.
Where IT projects are concerned, IT governance We carried out some qualitative research to explore
and change management are closely related. Change these points further. We interviewed senior managers
management is a structured approach to move indi- in ten organisations about a recent large IT project in
viduals, teams, and organisations from a current state which they had been involved. The respondents were
to a desired state in a number of phases that ensures one national retailer, five financial institutions, one
a successful and sustainable outcome. IT governance regulatory authority, two central government depart-
is a continuing process rather than a one off-project ments and one information services provider. The
which requires continuous changes. In a complex IT respondents ranged from middle management to the
10 Database Marketing February 2009 www.dmarket.co.uk
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