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IT Governance

IT governance involves aligning IT strategy with business strategy through structures focused on strategic alignment, value delivery, resource management, risk management, and performance measurement. It is important for compliance, competitive advantage, supporting enterprise goals, innovation, increasing intangible assets, and reducing risk. Those involved in IT governance include team leaders, managers, executives, and the board of directors. Harley Davidson realized it needed to unite management, IT, and audit functions with a common governance framework to continue its growth while maintaining culture. It implemented COBIT to focus on key business value areas and provide a standard for IT governance and control.

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130 views

IT Governance

IT governance involves aligning IT strategy with business strategy through structures focused on strategic alignment, value delivery, resource management, risk management, and performance measurement. It is important for compliance, competitive advantage, supporting enterprise goals, innovation, increasing intangible assets, and reducing risk. Those involved in IT governance include team leaders, managers, executives, and the board of directors. Harley Davidson realized it needed to unite management, IT, and audit functions with a common governance framework to continue its growth while maintaining culture. It implemented COBIT to focus on key business value areas and provide a standard for IT governance and control.

Uploaded by

James
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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IT Governance

Group 4:
James Fort
Stephanie Joyner
Jeff Seremak
What is IT Governance?
Structure to help align IT strategy with business strategy
According to ITGI, there are 5 areas of focus:
 Strategic alignment
 Value delivery
 Resource management
 Risk management
 Performance measures
Why is IT Governance
important?
Compliance with regulations

Competitive advantage

Support of enterprise goals

Growth and innovation

Increase in intangible assets

Reduction of risk
Who is involved?
Team leaders

Managers

Executives

Board of Directors

Stakeholders
IT Governance Framework (ITGI)
Provide
Direction

Set Objectives IT Activities

v IT is aligned with the business v Increase automation (make the


v IT enables the business and business effective)
Compare v Decrease cost (make enterprise
maximizes benefits
v IT resources are used responsibly efficient)
v IT-related risks managed v Manage risks (security reliability
appropriately and compliance)

Measure
Performance
Aligning IT and Business Strategy

Corporate Mission – Business Goals – IT Strategy

Requires involvement from many levels and activities


within the enterprise.
Lack of alignment leads to adverse business issues.

Strong IT Governance contributes toward proper


alignment.
The IT service delivery Continuum
Ensuring Value and Effectiveness

IT issues are the least understood, despite increasing


reliance placed on IT.
Initiate IT governance structures with the right level of
executive involvement.
Board of Director’s require essential IT related skills
IS Governance
Consists of leadership, organizational structures and
processes that safeguard information.
Security over information assets.

Benefits of IS Governance.

IS is a top-down process.


Measuring IT Governance
Performance
Measuring IT performance is a key concern as it
demonstrates the effectiveness and added business
value of IT.
Commonly seen as the IT “Black Hole” – costs
continually rise without clear evidence of value derived
from the IT function.

Traditional performance measurement methods require


monetary values which are hard to apply to IT systems.
IT Governance Performance
Management Approaches
IT Balanced Scorecard
One of the most effective means to aid an
organization in achieving IT and business
alignment.
Provides a systematic translation of the IT strategy
into tangible success factors and metrics.
Gives a balanced view of the value added by IT to
the business.
Calculating the value of IT investments is a
business issue for which business managers are
ultimately responsible for.
Harley Davidson IT
Governance Case Study
Harley Davidson IT

Harley Davidson is the oldest producer of motorcycles


and has achieved 20 consecutive years of record
growth. Until 2003, Harley Davidson focused solely
on manufacturing and selling high quality
motorcycles.
They realized that for continued growth, they must unite
management and the IT and Audit functions with a common
governance while maintaining their unique company culture.
•Until 2003, Harley Davidson had limited IT controls in place and the
employees had limited knowledge of control and risk.

•There were limited: Standardized user access processes, change


management processes or backup and recovery processes.

•Harley Davidson created a new IT compliance department to manage


control and risk in the company.

•This department implemented the COBIT framework to focus on key


value areas of the business.

•Switched to a broad control framework rather than continually raising


the bar.
COBIT – Control Objectives for Information and Related Technology

Harley Davidson chose COBIT because


•An internationally accepted standard for IT governance and control
•Provides a common language for management, end users and IT audit
professionals
•A means for benchmarking controls compliance
•Low implementation cost
•Cohesiveness with other standards
•External auditor signed off on the framework

It was important for management and IT to understand the importance of


effective, value-focused controls.

By focusing on IT business value and their control needs, COBIT provided a


tool to spur internal change while maintaining their position as an industry
leader.

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