IT Governance and emerging trends

Athens, 4 November 2013

Professor Georges Ataya

Academic Director, Solvay Brussels School (solvay.edu/it)Past International Vice President, ISACA (isaca.org)Managing Partner, ICT Control (ictc.eu)

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Academic Director of IT Management Education at Solvay Brussels School of Economics and management (Executive Education).

Professor at the Master in Management delivering Enterprise Consulting workshop since 2006 and in charge of IT Governance from 2011 (Master Graduate study).

Managing Partner with ICT Control a Brussels based firm involved with consulting and Management advisory in the domains of IT Governance, Information Security Management, Enterprise architecture and sourcing management.

g@ataya.net – ictc.eu – ataya.eu - solvay.edu/itTwitter: gataya – linkedin ataya – skype georgesataya

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ICT Control services

CIO ServicesProject risk managementCIO CommunicationOutsourcing controlSoftware quality evaluationIT Process improvementInformation SecurityAssurance and risk services

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Executive Education in IT MANAGEMENT Since 2001

Executive Master in IT Management

Executive Programme in ICT Audit & Assurance

Executive Programme in Information Security Management

Executive Programme in IT Management

288h over 1 or 2 years

144h over 1 year

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Topics

Business Governance of IT

ArchitectureAgilityOperating

model

IT Governance practices

IT cockpitSourcing and

eSCmValue Creation IVI-CMF model

Challenges for today’s CIO

Running IT as a Business

Information Broker and

value creator

Building tomorrow’s

infrastructure

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Business Governance of IT

ArchitectureAgilityOperating

model

Building capabilities

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson

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1. What are the core activities in your organization

• What activities do you want to perform repeatability, flawlessly, and efficiently?

• What activities did you perform yesterday, and will you perform today and tomorrow?

2. How standardized and integrated do they need to be?

The Operating Model is your answer to 2 questions.

The Operating Model

• Focuses on the “sacred transactions” of the organization – the core activities that should be second nature

• Provides a stable view of the organization

• Is more useful for guiding IT efforts

To support your strategy, define your operating model

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 9

Business Transformation – the Adaptive/Agile Enterprise

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Business Transformation – Primary Driver

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Measuring Outcomes

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Seven Types of Agility in Four Categories

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The usual result of IT-business alignment

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson

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The desired result of IT-business alignment –a digitized platform

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson

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The digitized platform enables business agility

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson

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Campbell’s needed to convert its legacy IT and business process environment…

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 18

… to a digitized process platform

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 19

• Enterprise Architecture is the organizing logic for business process and IT capabilities reflecting the integration and standardization requirements of the firm’s operating model

• Enterprise Architecture provides the design for one or more digitized platforms

Enterprise Architecture designs the digitized platform

Source: Enterprise Architecture As Strategy – J. Ross, P. Weill, D. Robertson 20

Operating model and

Architecture

Business Process

Information

Application

Infrastructure

IT

Business

IT

Business

IT Governance practices

IT cockpitSourcing and

eSCmValue Creation IVI-CMF model

Linkages of Business and IT Strategies and Operations

Source: IBM23

Henderson-Venkataraman model of Alignment

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Business Strategy

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Business Strategy Links to IT Strategy

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IT-CMF Provides the Framework to Link BusinessStrategy to IT Strategy

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Current and Future Critical IT Process Maturity – Leading to IT Strategy

• IVI is developing an the IT-CMF as a systematic framework for improving IT capability and identifying and prioritising opportunities, reducing cost and optimising the business value of IT investments (http://ivi.nuim.ie/)

– Based on an Intel framework and initially developed as part of Intel’s IT transformation (Managing Information Technology for Business Value http://www.intel.com/intelpress/sum_bv.htm)

– Reviewed and tested with 200+ CIOs

Innovation Value Institute (IVI) and IT-CMF (IT Capability Maturity Framework)

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IT-CMF High Level Framework

The IT-CMF is structured into four high-level processes for value-oriented IT management

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IT-CMF High Level Framework (cont’d)

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IT-CMF Meta-Framework and Implementation Frameworks

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IT-CMF: Characteristics

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IT Value Contribution Increases with Maturity

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IT-CMF: Detailed View

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The eSourcing Capability Modelfor Client Organizations (eSCM-CL)

• Developing the organization's sourcing strategy,

• Planning for sourcing and service provider selection,

• Initiating an agreement with service providers,

• Managing service delivery, and

• Completing the agreement

A best practices model for client organizations

eSCM-CL

The eSourcing Capability Modelfor Service Providers (eSCM-SP)

• Delivery capabilities,

• Initiation, and

• Completion of the contract.

The best practices associated with successful sourcing relationship

Services

Alignment

Bu

sin

essIT

Demand Supply

Strategy

Operations

Processes

Enablers

Decisions

Resources

Initiatives

© copyright 2013 Georges Ataya & Sushil Chatterji, Solvay Brussels School of Economics and Management

capabilities

The ICTC Demand Supply model ©Abstract view

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Alignment

Services

UsageCatalog Earned Value

Bu

sin

essIT

Demand Supply

Enablers

Communication

Organisational structure

Culture, Ethics and Behavior

Skills and competencies

IT Principles and Policies

Tools and automation

Processes

Align, Plan and Organize

Build, Acquire and Implement

Deliver, Service and support

Monitor, Evaluate and assessResources

People Information

Applications Infrastructure

InitiativesPortfolios

Programmes

Projects

Drivers/Goals

Strategy

Value / Risk

Capabilities

Operations

Assets

Human factor

Budgets

Business Process

© copyright 2013 Georges Ataya & Sushil Chatterji, Solvay Brussels School of Economics and Management

Decisions

Principles

Investments Requirements

Architecture

Leadership

Governance

The IT Demand Supply model ©Components view

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