IT governance and business organization: some trends about the management of application portfolio
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1 IT governance and business organization: some trends about the management of application portfolio Roberto Candiotto, Silvia Gandini 1 1 Dipartimento di Studi per l Economia e l Impresa (Università del Piemonte Orientale) {roberto.candiotto, silvia.gandini}@eco.unipmn.it Abstract. With the increasing focus on corporate globalization, IT Directors face even more complex challenges to rationalize their IT portfolio; they have to optimize IT systems deployment within the organization. As the scale and complexity of the data and information companies produce and consume within their business continues to grow so too has the requirement to share it across and beyond organizational units. How then is it possible to continuously maintain a clear understanding of which applications are relevant and supporting today s business objectives? It is possible, but requires a shift in the IT governance and strategic planning processes with greater understanding of the business capabilities. This work, through the analysis of a panel of companies, is aimed to point out some sensations about the impact of IT Governance principles over the design of IT organizational figures activities and competencies. Keywords: IT Governance, IT Management, Service Manager, Application Owner, application portfolio. 1 Introduction From their invention to the present, an increasing number of computer-based information systems have been supporting an increasing number of functions and processes within and between businesses. Today, large companies operate hundreds, sometimes even a 1,000 of separate but interrelated applications. Each of them is aimed at improving the speed, efficiency, and quality of a certain part of the business. The enormous number of applications gives rise to a high level of complexity for IT Managers, responsible for implementing, integrating, operating, and further developing them. Starting from the following definitions of IT Governance: 1 Although this work is the result of a common will, every paragraph has been written by a single author; particularly: - 1st and 2nd sections by Roberto Candiotto. - 3rd and 4th sections by Silvia Gandini.
2 2 - it s a process concerned with ensuring that the IT organization operates in an effective, efficient and compliant fashion, and it s primarily a Chief Information Officer (CIO) responsibility [4]; - it specifies the right decisions and accountability framework to encourage desirable behavior in the use of IT [1]; - it s basically about IT decision-making: the preparation for, making of and implementation of decisions regarding goals, processes, people and technology on a tactical and strategic level [2]; it s possible to notice, although they differ in some aspects, a focus on the same issues: - achieving the link between business and IT; - defining a clear responsibility for IT Management. In the light of previous considerations, this paper is aimed at answering the following questions: - what s the relation between companies complexity, business capability, and the differentiation among IT roles involved in the management of the application portfolio? - is there coherence between IT Governance priorities and the characteristics of the process for the application portfolio rationalization and evolution? - what s the impact of IT Governance principles over applications evaluation systems? The analysis of a panel of 10 companies has been useful to answer previous issues, but also to test companies sensibility toward the adoption of an integrated solution for the Application Portfolio Management (APM), based on a long-term process of phasing out an IT asset that needs to be integrated into the global IT governance framework and consists of three main steps: - a comprehensive inventory of existing applications; - an evaluation of applications in terms of business value, maintenance and support costs, and risk acceptance; - the definition of a roadmap for legacy application management, including all transformation initiatives (migration, adaptation, and retirement). 2 IT Governance background Since 1997, with Shleifer and Vishny [12], it is clear that the business dependency on IT means that the Corporate Governance issues cannot be solved without considering IT. Since then, several frameworks, standards and models have been designed to validate the conception of the IT as a strategic value-added department [9,10], up to define a framework based on a holistic vision of the IT department [3]. Previous considerations lead to consider IT as a service useful to support companies strategy. The IT Infrastructure Library (ITIL) adopts a lifecycle approach to IT services, focusing on practices for Service Strategy, Service Design, Service Transition, Service Operation, Continual Service Improvement, and giving a useful perspective to understand the relation between IT Management and Service Management
3 3 [11]. Moreover, the concept of IT portfolio management and the well-known McFarlan and McKenney s IT Strategic Grid [2], provides for systematic management of an organization's IT portfolio by assessing the scope of its current, planned and potential applications. Generic IS Strategies provide a useful framework for IT Management in the business context [8]. Ross' four-stage model of enterprise architecture maturity (Business Silos, Standardized Technology, Optimized Core, Business Modularity) support CIOs to move their enterprise forward incrementally, gaining expertise, building buy-in and reaping the ROI that will sustain long-term maturity. Firms spend more moving from the first stage to the fourth but they will gain greater strategic benefits from IT [9]. ISO 2 /IEC :2008 [5], provide guidance for the general principles of good IT Governance and the practices required to implement them. According to this standard, Directors should ensure that the transition of projects to operational status are properly planned and managed, taking into account impacts on business and operational practices as well as existing IT system and infrastructure. Hence, companies need a structured process for the evaluation of existing applications and new IT investments. Finally, a correct evaluation of applications cannot be left out of Risk Management activities. The information security standard BS 7799/ISO is mentioned together with IT Governance, referencing to IT Risk Management, separation of concerns and segregation of duties. The last version of COBIT 5 4 is a framework based on best practice, including ISACA s Val IT and Risk IT, Information Technology Infrastructure Library (ITIL ) and related standards from the International Organization for Standardization (ISO), enabling IT to be governed and managed in a holistic manner for the entire enterprise, considering the IT-related interests of internal and external stakeholders: it brings together the five principles that allow the enterprise to build an effective governance and management framework based on a holistic set of seven enablers that optimizes IT investment and use for the benefit of stakeholders [3]. 3 Research project description In the last 30 years, application portfolios of complex organizations have been characterized by great and continuous expansion. This trend is supported by growing business requirements, new technologies diffusion over the market, and major focus on globalization. In this context, CIO must face more and more complicated challenges: that of optimizing the IT application portfolio of their companies. In order to identify some guidelines, that characterize the impact of IT Governance principles over the organization of the IT Department, we chose 10 companies from 7 2 International Organization for Standardization ( 3 Electrotechnical Commission ( 4 http//
4 4 sectors, characterized by a different degree of complexity, considering the number of existing applications and of business services (business capability) 5. Analyzed companies: SECTOR NUMBER OF APPLICATIONS BUSINESS CAPABILITY 1 E-commerce Finance > Insurance < Manufacturing < 100 < 10 5 Manufacturing < 100 < 10 6 Manufacturing < Manufacturing < Media Public Administration > Utilities > 1000 > 100 Research methodology: direct interviews Goals: the relation between companies complexity, business capability, and the differentiation among IT roles involved in the management of the application portfolio; the coherence between IT Governance priorities and the characteristics of the process for the application portfolio rationalization and evolution; the impact of IT Governance principles over applications evaluation systems; the link between the choice of IT solutions and the management of related costs. Interview sections: a) Organizational roles involved in the management of the application portfolio Experience suggests that optimizing IT systems architecture is not longer sufficient. It s necessary to improve their deployment within the organization. Hence, potential economic consequences of optimization are so important to justify the investment in new governance practices; among these, the centralization of the IT Department at corporate level allows companies to capitalize competences and promote resources sharing. The main figures involved in the management of application portfolio have been identified in: 1) Application Owner, defined in order to assign a clear accountability from the business for each application; 2) Service Manager, defined in order to provide a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users; 3) IT Manager, defined in 5 The research was conceived and realized through the collaboration with MEGA International, leader of the Gartner s Magic Quadrant for Enterprise Architecture Tools Special thanks go to Renato Capanna, CEO at MEGA International, that has allowed the realization of this work with his willingness, professionalism, attention, and sensitivity. The panel has been analyzed through direct interviews in the period November May 2014.
5 5 order to build and maintain competence on the application portfolio and to establish a central point of coordination for planning and coordination of maintenance and development within the organization. Questions have been focused on: - the number of full-time equivalent (FTE) dedicated as Application Owner, Service Manager, and IT Manager; - the participation of IT Management in strategies formulation; - the main characteristics and competencies of IT Managers. b) The process for the application portfolio rationalization and evolution If done as a random activity, the process can t assure significant business opportunities. Instead, it s necessary to structure it as: 1) a long-term group of activities, to be integrated with IT Governance practices; 2) aligned with the business view and the strategic plan, as a part of the company s general strategy; 3) strictly linked to the company s projects, to assure coherence between new business initiatives and existing systems, as to support new projects. Hence, it s important to draw out existing applications through the creation of a catalogue, whose information should be useful for reporting activities but also to evaluate new IT investments. Questions have been focused on: - the main goals of IT Governance; - the structuring level of the process for application portfolio governance and planning; - the presence of a formalized applications catalogue; If existing: - information/elements managed by the catalogue; - goals the company wants to reach through the use of it. c) Applications evaluation The first thing to ensure when assessing and evaluating an application before planning for the destiny should be to find out the business importance of the application and how important the application is to meet business objectives. If the application is not that important, it might be a candidate for removal but it might be also be a support or key operational application which has minor importance for sustaining competitive advantages, but have major importance to avoid competitive disadvantages. Assessing the value an application brings to the business might be a difficult task based on subjective judgments. For this matter, it s important to define shared and formalized evaluation systems. Questions have been focused on: - the principles used to evaluate applications; - the characteristics of existing evaluation systems, related to applications economic value and risks; - how new IT investments are evaluated. d) IT cost management Economic evaluation is an essential factor for application portfolio optimization.
6 6 To analyze applications by costs, IT expenses need to be broken down accurately at the application level [13]. The Total Cost of Ownership (TCO) model is one of the most common and accurate practice for costs measuring and monitoring. But it requires large investments in time to collect information about numerous elements (software and hardware maintenance, leasing, insurance, implementations and migrations, IT asset procurement, etc.). Otherwise, the implementation of a more simple model, as that of Relative Cost of Operations (RCO), can assure the achievement of a similar goal: the identification and evaluation of only costs related to applications evolution gives however sufficient information, but avoiding a too much complex process for data collection. Questions have been focused on: - how IT solutions are chosen; - the weight of IT costs over the company s total costs; - the weight of IT investments over the company s total investments; - how costs related to applications are managed and eventually turned over. 4 Sensations about the impact of IT Governance on the management of IT applications Research question 1 What s the relationship between the companies complexity, business capability, and the differentiation among IT figures involved in the management of application portfolio? Interviewed companies belong to different sectors and have been chosen based on the following factors: - the dimension of the application portfolio, given by the number of existing applications; - the business capability, or the total number of business lines/services. Fig. 1. Dimensions of analysis BUSINESS CAPABILITY > < 10 < > 1000 N. OF EXISTING APPLICATIONS
7 7 Supposing that previous criterion are useful to determine companies complexity, they also can be a valid information source to understand the composition of ITdedicated roles. The table shows how a growing number of business lines/services involves a major complexity of the application portfolio. This factor has a deep impact over the organization of the IT department: the analysis of the panel has shown that, passing from small to larger companies, it s possible to find a proportionally greater number of IT roles. Coherence is not only about the total number of roles, but also in the composition of the IT organic (Application Owners, Service Managers, and IT Managers). This is without doubt a good indication about the growing tendency of companies to think IT not only as a purely technical support, but also as a service that can help them to improve their business in a strategic way. Moreover, from the analysis it s possible to deduce a substantial evolution in the role of the IT Manager. All interviewed companies declared that competencies does not regard only technical aspects, also encompassing managerial characteristics (leadership, inter-functional vision, attitudes about IT Budgeting and Cost Management). Particularly manufacturing companies, being more flexible and having different market goals compared to other interviewed organizations, require from the IT Manager a greater focus on innovation and experimentation. The trend is also confirmed by a declared high level of participation of the IT management involved in the IT Direction in relation to the company s strategy. Research question 2 Is there coherence between IT Governance priorities and the characteristics of the process for the application portfolio rationalization and evolution? The comparison between the main IT Governance goals and the characteristics of the process for the application portfolio management and planning shows how, facing a growing importance of priorities like support to innovation, asset consolidation, portfolio rationalization (over the most common motivations related to a cutting of costs), organizations tend to formalize specific procedures. The majority of interviewed companies declared that evolution requests from business units arrive to the IT Direction based on a structured process, that implies also periodic meetings for the definition of new initiatives and specific meetings for the more relevant initiatives. Hence, it s possible to say that: - there is coherence between the identified priorities of IT Governance and the previously described characteristics of IT Managers; - the dialogue between IT and business units is a crucial element to create and support innovation for companies. Moreover, a critical success factor for a strategic IT Governance seems to be the presence of tools for the tracing of applications. Only a few companies have already implemented a centralized system for the management of the applications catalogue; but differentiation that characterize the application portfolio has let others define various repository systems, in order to have information about business lines/services, technologies, organizational structures, processes, and infrastructures. If present, a structured catalogue allows the integration of all this different information, through
8 8 the connection between applications and other layers on whom the Enterprise Architecture is organized. Apart from the way the catalogue is managed, it s used not only for documentary matters, but also for the definition of new IT initiatives, creating integration between the IT Department and business units. At this point, it s important to: - assure the right accuracy of information; - plan, for managed information, periodic testing and updating activities. Hence, under a perspective of continuous innovation, companies should find a compromise between information reliability, operative requirements, and desirable levels of performance. Research question 3 What s the impact of IT Governance principles over applications evaluation systems? For companies, the alignment between applications and Top Management strategies is important to structure correct monitoring activities and to reach organizational goals. Evaluation systems of existing applications have been analyzed considering general objectives and related economic value and risks. Previous considerations about IT Governance find confirmation in the results of this part of the interview, since the evaluation process seems to be mainly based on strategic alignment, business impact, and service level. Less importance is given to more operative aspects like applications technological efficiency. The same vision is adopted for the monitoring of applications economic value, since a large part of interviewed companies declare to use methodologies as to the cost of each project or the Total Cost of Ownership (TCO) rather than simple maintenance costs. Hence, information included in the catalogue could be very useful to develop a deeper perspective of analysis. Moreover, the choice of new applications based on their impact over the business seems to be coherent with adopted principles of Cost Management. Although IT costs and IT investments represent a small part of their total costs and investments (about 5%), companies declare to manage them through an accurate Opex-Capex (operativecapital expense) structure, whose information could be usefully integrated in the catalogue. In this scenario, it emerges how important is the development of alternative cost centers and chargeback mechanisms, based on the total number of persons that use a specific application. Contribution to the business by the discrete parts is monitored by the IT system in terms of cost and revenue. As regards the component of risks, the non presence of adequate evaluation systems seems to be substantial; and when present, they are internal to the IT Department and not shared between IT and business structures. Considering this, the availability of structured evaluation systems seems to be potentially susceptible for further improvement.
9 9 5 Conclusions and future steps Although the research project is still in itinere, this introductory analysis has shown how the development of an effective IT Governance structure that is flexible and will meet the needs of a complex and dynamic environment is a challenging task. Organizations are adopting this vision to better manage their expenses, reduce cost, and formalize an often chaotic relationship between IT and the business. Hence, IT Governance has become a key concern issue for IT decision makers across various companies. When appropriately implemented, it can play the role of a central nervous system effectively ensuring the well being of the organizational system. The health of the organizational system ultimately contributes to the health of the distributed business ecosystem in which the organization co-exists with other organizations. Companies ability to structure a repeatable process to assess what they have, and if an application is not performing or does not meet their architectural requirements, eliminating it and freeing up money to invest in new and better performing applications can be effectively supported through the adoption of Application Portfolio Management (APM) integrated tools. Many of interviewed companies declared their intention to implement this kind of platform, having already a dedicated budget. In the light of previous considerations, future steps of the research will be focused on: - a deeper analysis of companies belonging to few selected sectors, to better understand IT Governance processes peculiarities from one sector to another; - a further investigation about the evolution of IT Management required competencies, in relation with business strategies and goals; - the study of some cases of companies that already implemented APM integrated systems, in order to analyze projects criticalities and impact on the business. References 1. Calder, A., Watkins, S.: IT Governance a Manager s Guide to Data Security BS 7799/ISO 17799, Kogan Page Ltd (2003) 2. Cash, J. I.: Corporate Information Systems Management, 3 rd edition, McGraw-Hill Companies, Inc. (1982) 3. CoBIT 5 - A Business Framework for the Governance and Management of Enterprise IT (2012), 4. Gartner, Inc. (NYSE: IT), 5. ISO/IEC 38500:2008: Corporate Governance of Information Technology Standard (2008) 6. Kneller M.: ITIL the basic WhitePaper (2010) 7. North Carolina Office of Information Technology Services: Implementation of Application Portfolio Management. Governance, Process, and Execution. (The What and Why of APM) (2006)
10 10 8. Parsons G.: Strategic Information Technology, Harvard Business School Case, No ( 1984) 9. Ross J., Weill P., Robertson D.C.: Enterprise Architecture Strategy: Creating a foundation for business execution, Harvard Business School Press (2006) 10. Ross J.: Enterprise Architecture: Driving Business benefits from IT, CISR WP 359 (2006) 11. Ross J.: Maturity Matters: How Firms Generate Value from Enterprise Architecture, CISR WP 359 (2006) 12. Shleifer, A., Vishny, W.: A survey on Corporate Governance. The Journal of Finance, 52 (2) (1997) 13. Simonsson, M., Johnson, P.: Defining IT Governance a consolidation of literature, KTH School of Electrical Engineering (2005) 14. Weill, P., Ross, J. W.: IT governance How top performers manage IT decision rights for superior results, Harvard Business School Press (2004)
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