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1 Topic relevant selected content from the highest rated entries, typeset, printed and shipped. Combine the advantages of up-to-date and in-depth knowledge with the convenience of printed books. A portion of the proceeds of each book will be donated to the Wikimedia Foundation to support their mission: to empower and engage people around the world to collect and develop educational content under a free license or in the public domain, and to disseminate it effectively and globally. The content within this book was generated collaboratively by volunteers. Please be advised that nothing found here has necessarily been reviewed by people with the expertise required to provide you with complete, accurate or reliable information. Some information in this book maybe misleading or simply wrong. The publisher does not guarantee the validity of the information found here. If you need specific advice (for example, medical, legal, financial, or risk management) please seek a professional who is licensed or knowledgeable in that area. Sources, licenses and contributors of the articles and images are listed in the section entitled References. Parts of the books may be licensed under the GNU Free Documentation License. A copy of this license is included in the section entitled GNU Free Documentation License All used third-party trademarks belong to their respective owners.

2 Contents Articles Data governance 1 Corporate Governance of ICT 4 Corporate governance of information technology 5 AS Autonomic Networking 9 Chief web officer 14 COBIT 16 Information technology controls 18 Data custodian 22 Data steward 23 Data visualization 24 Governance Interoperability Framework 28 IBM Tivoli Unified Process (ITUP) 30 ISO/IEC Ministry of Communications and Information Technology (Egypt) 37 Project governance 41 Public ROI 45 Risk IT 46 SOA governance 51 TickIT 52 Total cost of ownership 54 Val IT 56 Web content lifecycle 59 Website governance 63 References Article Sources and Contributors 66 Image Sources, Licenses and Contributors 67 Article Licenses License 68

3 Data governance 1 Data governance Data governance is an emerging discipline with an evolving definition. The discipline embodies a convergence of data quality, data management, data policies, business process management, and risk management surrounding the handling of data in an organization. Through data governance, organizations are looking to exercise positive control over the processes and methods used by their data stewards and data custodians to handle data. Data governance is a set of processes that ensures that important data assets are formally managed throughout the enterprise. Data governance ensures that data can be trusted and that people can be made accountable for any adverse event that happens because of low data quality. It is about putting people in charge of fixing and preventing issues with data so that the enterprise can become more efficient. Data governance also describes an evolutionary process for a company, altering the company s way of thinking and setting up the processes to handle information so that it may be utilized by the entire organization. It s about using technology when necessary in many forms to help aid the process. When companies desire, or are required, to gain control of their data, they empower their people, set up processes and get help from technology to do it. [1] There are some commonly cited vendor definitions for data governance. Data governance is a quality control discipline for assessing, managing, using, improving, monitoring, maintaining, and protecting organizational information. [2] It is a system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and when, under what circumstances, using what methods. [3] : Overview Data governance encompasses the people, processes, and information technology required to create a consistent and proper handling of an organization's data across the business enterprise. Goals may be defined at all levels of the enterprise and doing so may aid in acceptance of processes by those who will use them. Some goals include: Increasing consistency and confidence in decision making Decreasing the risk of regulatory fines Improving data security Maximizing the income generation potential of data Designating accountability for information quality Enable better planning by supervisory staff Minimizing or eliminating re-work Optimize staff effectiveness Establish process performance baselines to enable improvement efforts Acknowledge and hold all gains These goals are realized by the implementation of Data governance programs, or initiatives using Change Management techniques. Data governance drivers While data governance initiatives can be driven by a desire to improve data quality, they are more often driven by C-Level leaders responding to external regulations. Examples of these regulations include Sarbanes-Oxley, Basel I, Basel II, HIPAA, and a number data privacy regulations. To achieve compliance with these regulations, business processes and controls require formal management processes to govern the data subject to these regulations. Successful programs identify drivers meaningful to both supervisory and executive leadership. Common themes among the external regulations center on the need to manage risk. The risks can be financial misstatement, inadvertent release of sensitive data, or poor data quality for key decisions. Methods to manage these

4 Data governance 2 risks vary from industry to industry. Examples of commonly referenced best practices and guidelines include COBIT, ISO/IEC 38500, and others. The proliferation of regulations and standards creates challenges for data governance professionals, particularly when multiple regulations overlap the data being managed. Organizations often launch data governance initiatives to address these challenges. Data governance initiatives Data governance initiatives improve data quality by assigning a team responsible for data's accuracy, accessibility, consistency, and completeness, among other metrics. This team usually consists of executive leadership, project management, line-of-business managers, and data stewards. The team usually employs some form of methodology for tracking and improving enterprise data, such as Six Sigma, and tools for data mapping, profiling, cleansing, and monitoring data. Data governance initiatives may be aimed at achieving a number of objectives including offering better visibility to internal and external customers (such as supply chain management), compliance with regulatory law, improving operations after rapid company growth or corporate mergers, or to aid the efficiency of enterprise knowledge workers by reducing confusion and error and increasing their scope of knowledge. Many data governance initiatives are also inspired by past attempts to fix information quality at the departmental level, leading to incongruent and redundant data quality processes. Most large companies have many applications and databases that can't easily share information. Therefore, knowledge workers within large organizations often don't have access to the information they need to best do their jobs. When they do have access to the data, the data quality may be poor. By setting up a data governance practice or Corporate Data Authority, these problems can be mitigated. The structure of a data governance initiative will vary not only with the size of the organization, but with the desired objectives or the 'focus areas' [4] of the effort. Implementation Implementation of a Data Governance initiative may vary in scope as well as origin. Sometimes, an executive mandate will arise to initiate an enterprise wide effort, sometimes the mandate will be to create a pilot project or projects, limited in scope and objectives, aimed at either resolving existing issues or demonstrating value. Sometimes an initiative will originate lower down in the organization s hierarchy, and will be deployed in a limited scope to demonstrate value to potential sponsors higher up in the organization. Data governance tools Leaders of successful data governance programs declared in December 2006 at the Data Governance Conference in Orlando, Fl, that data governance is between 80 and 95 percent communication. [5] That stated, it is a given that many of the objectives of a Data Governance program must be accomplished with appropriate tools. Many vendors are now positioning their products as Data Governance tools; due to the different focus areas of various data governance initiatives, any given tool may or may not be appropriate, in addition, many tools that are not marketed as governance tools address governance needs. [6]

5 Data governance 3 Data governance organizations The IBM Data Governance Council [7] The IBM Data Governance Council is an organization formed by IBM consisting of companies, institutions and technology solution providers with the stated objective to build consistency and quality control in governance, which will help companies better protect critical data." The Data Governance and Stewardship Community of Practice (DGS-COP) [8] The Data Governance and Stewardship Community of Practice is a vendor-neutral organization open to practitioners, stakeholders and academics, as well as vendors and consultants. The DGS-COP offers a large collection of data governance artifacts to members including case studies, metrics, dashboards, and maturity models as well as on-line events. Data Governance Conferences Two major conferences are held annually, the Data Governance Conference, held in the USA [9], and the Data Governance Conference Europe [10], held in London, England. Master Data Management & Data Governance Conferences [11] Six major conferences are held annually, London, San Francisco, Sydney and Toronto in the spring, and Madrid, Frankfurt, and New York City in the fall was the 4th annual iteration with more than 2,000 attendees per year receiving their data governance and master data management updates via this 2-3 day event. Data Governance Professionals Organization (DGPO) [12] The Data Governance Professionals Organization (DGPO) is a non-profit, vendor neutral, association of business, IT and data professionals dedicated to advancing the discipline of data governance. The objective of the DGPO is to provide a forum that fosters discussion and networking for members and to encourage, develop and advance the skills of members working in the data governance discipline. References [1] Sarsfield, Steve (2009). "The Data Governance Imperative", IT Governance. [2] "IBM Data Governance webpage" (http:// www-306. ibm. com/ software/ tivoli/ governance/ servicemanagement/ data-governance. html).. Retrieved [3] "Data Governance Institute Data Governance Framework" (http:// datagovernance. com/ dgi_framework. pdf).. [4] "Data Governance Focus Areas" (http:// datagovernance. com/ fc_focus_areas_for_data_governance. html).. [5] Hopwood, Peter ( ). "Data Governance: One Size Does Not Fit All" (http:// www. webcitation. org/ 5bGHaz1gA). DM Review Magazine. Archived from the original (http:// www. dmreview. com/ issues/ 2007_48/ html) on Retrieved "At the inaugural Data Governance Conference in Orlando, Florida, in December 2006, leaders of successful data governance programs declared that in their experience, data governance is between 80 and 95 percent communication. Clearly, data governance is not a typical IT project." [6] "DataGovernanceSoftware.com" (http:// www. webcitation. org/ 5bGI3dfHV). The Data Governance Institute. Archived from the original (http:// www. datagovernancesoftware. com) on Retrieved [7] IBM Data Governance (http:// www-306. ibm. com/ software/ tivoli/ governance/ servicemanagement/ data-governance. html) [8] The Data Governance & Stewardship Community of Practice (http:// www. datastewardship. com) [9] Data Governance Conference (http:// dg-conference. com/ ) [10] Data Governance Conference Europe (http:// www. irmuk. co. uk/ dg2010/ ) [11] MDM SUMMIT Conference (http:// www. tcdii. com/ events/ cdimdmsummitseries. html) [12] Data Governance Professionals Organization (http:// www. dgpo. org/ )

6 Corporate Governance of ICT 4 Corporate Governance of ICT ICT governance is a term that has evolved out of use within the Australian government and formalised within the Australian standards community. The Australian Standard for Corporate Governance of ICT, AS8015, defines Corporate Governance of ICT as "The system by which the current and future use of ICT is directed and controlled. It involves evaluating and directing the plans for the use of ICT to support the organisation and monitoring this use to achieve plans. It includes the strategy and policies for using ICT within an organisation." AS8015 was fast tracked for International adoption and published as the International Standard ISO/IEC Corporate Governance of Information Technology May (ICT (information and communications technologies) is an umbrella term that includes any communication device or application, encompassing: radio, television, cellular phones, computer and network hardware and software, satellite systems and so on, as well as the various services and applications associated with them, such as videoconferencing and distance learning.) Definitions AS8015 stepped away from the idea that IT or ICT Governance is something that occurs in the IT Department of an organisation but rather defines the governance of ICT as a responsibility of the Directors of an organisation, in the same way that other resources such as Human Resources and Finance are. We should integrate ICT Governance with IT Governance / en. wikipedia. org/ wiki/ IT_Governance Background The discipline of information and communications technology governance covers a particularly broad group of technologies of particular interest to governments and education bodies. ICT governance is not used within the business community which prefers to focus specifically on IT governance which is concerned with the management of resources sstrategic to business. The primary goals for information technology governance are to (1) assure that the investments in IT generate business value, and (2) mitigate the risks that are associated with IT. This can be done by implementing an organizational structure with well-defined roles for the responsibility of information, business processes, applications, infrastructure, etc. Decision rights are a key concern of IT governance, being the primary topic of the book by that name by Weill and Ross. [1] According to Weill and Ross, depending on the size, business scope, and IT maturity of an organization, either centralized, decentralized or federated models of responsibility for dealing with strategic IT matters are suggested. In this view, the well defined control of IT is the key to success. References [1] Weill P., Ross J., IT Governance: How Top Performers Manage IT for Superior Results, Harvard Business School Press, 2004, ISBN

7 Corporate governance of information technology 5 Corporate governance of information technology Information Technology Governance, IT Governance is a subset discipline of Corporate Governance focused on information technology (IT) systems and their performance and risk management. The rising interest in IT governance is partly due to compliance initiatives, for instance Sarbanes-Oxley in the USA and Basel II in Europe, but more so because of the need for greater accountability for decision-making around the use of IT in the best interest of all stakeholders. A characteristic theme of IT governance discussions is that the IT capability is directly related to the investment choices taken by top management that have long term consequences for various stakeholders. The traditional involvement of board-level executives in IT issues was to defer all key decisions to the company's IT professionals. IT governance implies a system in which all stakeholders, including the board, executive management, customers, and staff have clear accountability for their respective responsibilities in the decision making processes affecting IT. This prevents IT or business leaders from independently making decisions about IT without retaining responsibility for their actions and the impact they have on supporting the achievement of strategic objectives. Definitions There are narrower and broader definitions of IT governance. Weill and Ross focus on "Specifying the decision rights and accountability framework to encourage desirable behaviour in the use of IT." [1] In contrast, the IT Governance Institute expands the definition to include foundational mechanisms: " the leadership and organisational structures and processes that ensure that the organisation s IT sustains and extends the organisation s strategies and objectives." [2] Van Grembergen and De Haes (2009) focus on enterprise governance of IT and define this as "an integral part of corporate governance and addresses the definition and implementation of processes, structures and relational mechanisms in the organization that enable both business and IT people to execute their responsibilities in support of business/it alignment and the creation of business value from IT enabled investments". While AS8015, the Australian Standard for Corporate Governance of ICT, defines Corporate Governance of ICT as "The system by which the current and future use of ICT is directed and controlled. It involves evaluating and directing the plans for the use of ICT to support the organisation and monitoring this use to achieve plans. It includes the strategy and policies for using ICT within an organisation." Background The discipline of information technology governance first emerged in 1993 as a derivative of corporate governance and deals primarily with the connection between strategic objectives and IT management of an organization. It highlights the importance of IT-related matters in contemporary organizations and states that strategic IT decisions should be owned by the corporate board, rather than by the chief information officer or other IT managers. The primary goals for information technology governance are to (1) assure that the investments in IT generate business value, and (2) mitigate the risks that are associated with IT. This can be done by implementing an organizational structure with well-defined roles for the responsibility of information, business processes, applications, ICT infrastructure, etc. Accountability is the key concern of IT governance. After the widely reported collapse of Enron in 2000 and the alleged problems within Arthur Andersen and WorldCom, the duties and responsibilities of auditors and the boards of directors for public and privately held corporations were questioned. As a response to this, and to attempt to prevent similar problems from happening again, the US Sarbanes-Oxley Act was written to stress the importance of business control and auditing. Although

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