1. BALANCING
IT
GOVERNANCE
&
GOVERNANCE RISK
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2. IT GOVERNANCE - OBJECTIVES
Maximize IT is aligned with the business and enables the
benefits business to maximize benefit
Responsible IT resources are safeguarded and used in a
use responsible and ethical manner
of Resources
IT-related risks are addressed through
Manage appropriate controls and managed to minimize
IT Risks
risk and exposure
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3. CHALLENGES / FAULTS IN IT GOVERNANCE UNIVERSE
Multiple Multiple models to address IT Governance CMMI, ISO 9001,
ISO 27001, COBIT etc.,
models
Measurement There is no measurement systems to establish, measure and estimate
Systems IT Governance status, Risks status, Governance requirements
Alignment to Quite a variance between model implementation vs.
Customer satisfaction, complaints
Customer Satisfaction
Alignment to Models does not provide flexibility to adjust to business
requirements, size, customers, organization priorities etc.,
Business Objectives
Improvement There is no mechanisms to establish business goals aligned
Governance goals and measurement methodology
Methodology
Users Involvement Users of processes and systems do not participate in such
& Commitment rigid and irrational approach.
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4. IT Governance Is the Key Issue
• Enterprises are sacrificing
money, productivity and
competitive advantage by
not implementing
meaningful IT governance
framework
• Executives need a better
way to:
– Align model to business
– Measure IT Governance
goals vs. actual
– Align governance to
customer expectations
– Establish Governance
roadmap
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5. WHY PROJECTS NOT PERFORMING?
Shortfall in Clients are different. Project Leadership believes and applies
the same understanding. In reality, there are differences due
Understanding to geography, industry, size, regulations etc.,
Inability to Not able to arrive at the conclusions that the tings are
grossly ambiguous and therefore require attention
handle ambiguity
Imbalance in Lack of ability to understand, design and implement project
controls to have necessary preventive, detective and
control design corrective mechanisms
Heavy Processes Processes are implemented to satisfy CMMI instead of
project’s requirements
Poor diagnostic Unable to pinpoint / incorrectly pinpoint the reasons for the
issues and not able to figure out quick solutions and long
skills term solutions
Inconsistent, time lapsed Performance management systems performed as a routine
rather than integrated
performance management
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6. IMBALANCE IMPACTS PROJECT DELIVERY
 Preventive Mechanisms
 Detective Mechanisms
 Corrective Mechanisms
Conformance
Performance
Appropriate, cost-effective, complete and accurate identification and
implementation of mechanisms in balanced manner would provide basis for
improved project delivery capabilities
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7. GOVERNANCE MODEL PROVIDE THE FOLLOWING?
Is my IT GOVERNANCE
Are we have the competence to satisfy Customers?
Are we progressing in the right way?
Are we able to measure IT Governance status?
Are we able to measure the shortfall in IT Governance?
Are we able to align Business Goals to IT Goals?
Are we able to involve the employees?
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8. Our Product
“Universe One”
MEANT
TO BALANCE
IT
GOVERNANCE
&
GOVERNANCE RISK
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9. IT GOVERNANCE – EXCELLENCE FRAMEWORK
CSI - CUSTOMER SATISFACTION INDEX
GI – GOVERNANCE INDEX
• CSI BET 8-10
• PI BET > 90
• CSI BET 6-7
• PI BET 75 - 90
• CSI BET 5-6
• PI BET 61 - 74
Scale 5 - Excellent
• CSI BET 3-4
• GI BET 30 -60 Scale 4 – Very Good
• CSI BET 1-2
• GI BET < 30 Scale 3 - Good
Scale 2 - Average
Scale 1 - Poor
PRODUCT / SERVICE EXCELLENCE
GOVERNANCE RISK
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10. IT GOVERNANCE EXCELLENCE FRAMEWORK - SCALE
EXCELLENT
5 Successfully Proactive
CSI = 9 or 10 on 10
Consistent Customer Delight
VERY GOOD
4 Proactive
CSI = 7 or 8 on 10
Process Institutionalized
GOOD
3 Occasionally reactive
CSI = 5 or 6 on 10
Successful Improvements
AVERAGE
2 Mostly reactive
CSI = 3 or 4 on 10
Improvements begun
POOR
1 Always reactive
CSI = 1 or 2 on 10
Not feasible to assess
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11. IT GOVERNANCE EXCELLENCE FRAMEWORK - AN APPROACH
SET / RESET GOVERNANCE GOALS
GOVERNANCE GOVERNANCE
CSI
DOMAIN COMPONENT
MEASURE GOVERNANCE
IMPLEMENT TAILOR
CONTROL
IMPROVE AND REALLIGN
CHANGES
OBJECTIVES
REENGINEER ASSESS
PROCESS GOVERNANCE
ANALYSE
MEASURE
RESULTS
GOVERNANCE
(GLOBAL)
ANALYSE GOALS
CORRECTIVE
RESULTS VS.
MEASURES
(ENTITY) ACTUALS
COMPARE ACTUAL PERFORMANCE VS. GOALS
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12. IT GOVERNANCE EXCELLENCE FRAMEWORK - STRUCTURE
FRAMEWORK CONCEPTS
DOMAINWISE / COMPONENTWISE ASSESSMENT CONTROL OBJECTIVES
ASSESSMENT RESULTS
ORGANIZATION LEVEL GOALS
ASSESSMENT ANALYSIS
LEVEL GOALS
BUSINESS UNIT
LEVEL GOALS
PROJECT
IT GOVERNANCE
ROADMAP
CSI / DOMAIN / COMPONENT
ASSESSMENT RESULTS
CONTROL OBJECTIVEWISE ASSESSMENT GUIDELINES
APPLICATION GUIDELINES
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13. GOVERNANCE EXCELLENCE FRAMEWORK - BUSINESS BENEFITS
o Able to set Organization's IT Governance goals
o Able to set Business Unit’s IT Governance goals
o Able to set Project level IT Governance Goals
o Able to tailor Assessment control objectives
o Able to link the results to Customer perception
o Able to understand easily by the stakeholders
o Able to tailor weightage to derive accurate status
o Able to influence the stakeholders to participate
o Able to reduce disputes and opinions
o Able to indicate the IT Governance gaps
o Able to redefine the Goals with reference to business
o Able to assess on timely basis
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14. Any Queries ?
Please Contact:
ARUL NAMBI
aruln@techservconsult.com
+91 9892504538
www.techservconsult.com
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