IT Governance and IT Operations Bizdirect, Mainroad, WeDo, Saphety Lisbon, Portugal October

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1 IT Governance and IT Operations Bizdirect, Mainroad, WeDo, Saphety Lisbon, Portugal October Jan Duffy, Research Director Industry Insights

2 Agenda About IDC Insights Today s organizational complexities IT operations and governance what are they? Importance of IT Governance IT Governance Model an explanation Links between IT Governance and Operations Things for the CIO to think about Q and A

3 About Industry Insights Worldwide and Regional Vertical Markets Programs providing regional and country-level market opportunity analysis for major Black Book technology category groupings by industry. Vertical Views and Forecasters A family of programs providing the most granular view of the market opportunities for a specific technology, segmented by industry within a region and on a worldwide level. Industry Strategy Programs A family of programs that assists IT vendors with their industry go-to-market strategies. Programs help allocate sales resource, calculate share of wallet, and identify best practices. Industry Specific Research Cross-Industry Research (Coverage of 18 Industries)

4 Complex Interdependencies of Today s Organization Impact Impact Business Leadership IT Leadership Business Renewal IT Renewal Business Structure IT Structure Impact Impact Impact Impact Business Strategy IT Strategy Business Operations IT Operations Business Measures IT Measures Impact Impact

5 What are IT Operations? IT Operations are the superset of all processes and services that are both provisioned by an IT staff to their internal or external clients and used by themselves, to run themselves as a business Although there is no standard definition, IT Operations: usually include management, envisioning, planning, design, implementation, construction, deployment, distribution, verification, installation, instantiation, execution and maintenance Endeavour to define common processes and procedures, policies, roles responsibilities, terminology, best practices and standards for running the IT business

6 What is IT Governance? Leadership and organizational structures and processes to ensure that IT sustains and extends the organization s strategies and objectives IT Governance is concerned with the delivery of value to the business and mitigation of risk by ensuring that: IT is aligned with business, enables the business, and maximizes business benefits including profits IT resources are used responsibly, and IT-related risks are managed appropriately and costs are minimized The IT Governance Model Articulates the roles, responsibilities and expectations associated with achieving IT success Specifies the goals and metrics to be used to evaluate IT success Provides a framework to support IT investment decisions based on short and long term goals Provides the framework for the transparency and authenticity that are indispensable business practices

7 Navigating the Balance between Technology and Business Alignment Field of Dreams Success path balancing business and technology considerations Technical capability/ sophistication Theoretical success path Range of potential success paths Madly off in all directions Support of business objectives Failure zone - lack of business relevance Failure zone - inadequate system support

8 Your Challenge -- Two Discrete but Interdependent Goals IT OPERATIONAL EXCELLENCE IT-ENABLED BUSINESS Standardization Consolidation Centralization Integration Quality Assurance Project Management Efficient Procurement Reuse Financial Management Risk Management Efficiency Flexibility Relevance Profitability Customer-focus Unless the IT/business relationship is systemic it is difficult to maintain the equilibrium between these two goals this requires a planned, conscious effort

9 Governance in this Situation is Critical IT is fundamental to doing business, it is pervasive in the modern organization IT decisions must be linked to business and profitability drivers IT requires significant investment and involves substantive risk With increased dependence on IT comes increased risk and increased attention on IT

10 Traditional IT Organization Chart Manager, Operations and Infrastructure ROLES Manager, Applications Management ROLES Help Desk Manager Help Desk Analysts Tier 1 support Central contact point for IT problems Application Development Manager(s) Programmers/Development Teams Tier 3 application support Application development Application deployment End User Support Manager Break/Fix Teams Tier 2 support On-site problem resolution PC/desktop support and administration Application Testing Manager Testing Teams Application testing Application deployment Senior Network Administrator Junior Network Administrators Tier 3 network support Data network problem resolution Data network administration Database Administrator (DBA) Junior Database Administrators Database design, installation and configuration Database monitoring Data integrity and backup Senior Systems Administrator Junior Systems Administrators Tier 3 systems support Server problem resolution Server support and administration Applications Interface Specialist Junior Interface Specialists Data transfers between business applications Data synchronization across locations Telecom Services Manager Telecom Analysts Tier 3 telecom support Voice network problem resolution Voice network administration Senior Business Analyst Junior Business Analysts Business user relationship Requirements gathering Requirements programming specs Business user application training Source: The Executive s Guide to IT, John Baschab and Jon Piot

11 When IT is the business a plan, build, run organization is needed Plan/Design Integration planning for all technologies, including network, server platforms, workstations Operational standards, policies, methods Operational management strategies and discipline Build/Integrate Workstation platform hardware and software Server platform hardware and software Data communications network Messaging facilities Service Delivery Outbound technical support Consulting and user assistance Move/adds/changes Customer relationship Quick response teams Service Order Management Service request processing Change management User administration Asset management Source: Managing IT as a business, Mark D. Lutchen Database management systems Groupware and enterprise applications Operations tools and methodologies Prioritization of legacy enhancements Consolidated Service Desk Help desk and user support Event management Problem management Software/data distribution Backup and recovery Performance management System/network operations Systems Service Service level agreements Metrics reporting Service quality management Benchmarking

12 The IT Governance Model Standards and policies based on best-known practices in the following key areas: IT objectives and the strategic business context in which they will be achieved IT governance objectives and measures of success IT functional responsibilities and accountabilities Decision-making and investment responsibilities and accountabilities Organizational structure and formal coordination mechanisms Reporting process and role(s) of the CIO, LOB executives, CEO, and the Board

13 Six Fundamental Good Governance Considerations 1. Alignment. Ability of IT to drive business value 2. Organization. Availability of best IT competencies 3. Controls. Robust, logical IT operations framework 4. Accountability. Ensuring operational excellence 5. Adaptability. Ability to adapt to changing needs and demands 6. Measurement. Metrics that link IT to business returns

14 Managing IT Risk IT-related risk is not limited to the threat of security breaches IT risk generally falls into one (or more) categories: Business risk things that affect your ability to meeting your business goals Service/operational risk includes design/build/finance/operate and project risk External risk changes to legislation or in provider marketplace for example The goal is not to avoid risk entirely risk management is about limiting the organization s exposure

15 Hierarchy of risk Commercial, financial, political, environmental, strategic, cultural, acquisition, political, quality Enterprise Procurement/acquisition, funding, organizational, projects, security, safety, quality and business continuity Program Personal, technical, cost, schedule, resource, operational support, quality and provider failure Project Personal, technical, cost, schedule, resource, operational support, quality, provider, failure, environment and infrastructure failure Operations lack of readiness can cause lost revenue, lower productivity and damage to brand reputation

16 Operational controls are critical to reducing costs and sometimes to staying in business Be proactive and develop a comprehensive plan to address both disaster recovery and continuity of essential business processes Assess both networks and business models to determine risks, along with operational and financial exposures. IT must inventory and protect critical networks and their components, systems and applications. Determine optimal place to locate services. Build in redundancy to support critical operations. Network-based services are essential for the rapid restoration of service. Maintain productivity, anytime and anywhere. Implement an effective distributed work business model and ensure that employees have the training and tools to do their jobs from anywhere during a disaster. Continually review, test and refresh. Once the plan is developed, it must be checked and rechecked.

17 Corporate Measurement -- Kaplan and Norton s Traditional BSC FINANCIAL How do we look to shareholders? CUSTOMER How do our customers see us? Vision, Mission, and and Strategy INTERNAL BUSINESS PROCESS What must we excel at? INNOVATION and LEARNING Can we continue to improve and create value?

18 IT Measurement An Adaptation of Kaplan and Norton s Traditional BSC CORPORATE CONTRIBUTION Strategic contribution Synergy achievement Business value CUSTOMER (USER) ORIENTATION Customer satisfaction IT/business partnership Application development performance Service level performance Vision, Mission, and and Strategy OPERATIONAL EXCELLENCE Process excellence Responsiveness Backlog management and aging Security and safety Internal cost of quality FUTURE ORIENTATION Service capability improvement Staff management effectiveness Enterprise architecture evolution Emerging technologies research Knowledge management

19 IT Governance: Things for you to think about Is the board fully aware and supportive of the IT vision and strategy? Is the IT strategy completely integrated with the business strategy? How does the IT strategy affect business risks? Do we have key performance indicators for all IT activities? Are they monitored? When were they last benchmarked against industry standards? Are IT-related investments evaluated and managed as a balanced portfolio? Are appropriate measures in place to assess the strategic impact of IT? What arrangements do we have for the regular review and audit of IT systems to ensure risks are sufficiently mitigated and controls are in place to support the major business processes? Are best-known practices applied to the management of all IT-related initiatives? Are processes in place to ensure that we regularly review skill requirements, employee turnover, talent retention, training and project assignment?

20 More things for you to think about. Are appropriate processes in place to ensure that no security breaches (denial of service or Website abuse) can occur? Are IT systems and applications monitored to ensure legal and regulatory compliance? Is the IT/business infrastructure resilient? Are appropriate controls and processes in place to ensure business continuity in the event of a disaster? Is all information under our stewardship protected to ensure that no abuse can occur? What about data integrity, what processes are in place to ensure relevance, completeness, accuracy, and timeliness as well as appropriate use? How is this measured? Does everyone in the IT organization understand what they are responsible and accountable for and how they are measured? Do our IT supplier selection criteria include compliance with our ethical and legal requirements? Do we have processes in place to manage licences, third party suppliers, and other contractual agreements?

21 Questions? Jan Duffy, Research Director Industry Insights

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