IT治理十年成蝶

从2002年中国IT治理研究中心引入IT治理理念至今的整整十个年头中,IT治理在中国经历了从了解、逐渐被理解再到切实落地的整个过程,就像在破茧成蝶的过程中要完成一次华丽的转身一样,IT治理要在中国的土地上避免水土不服,就需要有适合中国国情的不一样的理念和标准。     

企业信息化建设成功之路——IT治理

IT治理是以企业战略为导向,以IT业务过程和IT服务的改进为手段,合理利用IT资源,规避IT风险的动态改进过程。本文从战略管理的角度分析企业信息化建设,认为IT实施与战略目标的背离是其失败的主要原因,并以COBIT模型为例论述了IT治理的流程。     

读者之窗

第22期中《IT治理—从IT中获得最大价值》一文从“什么是IT治理?为什么要进行IT治理?IT治理需要解决的问题”几个方面充分阐述了IT治理概念和理由,以及要做好IT治理需要注意解决的几个问题,使我们弄清了如何从哪方面开始IT治理工作。IT治理是一个共性的、永远的主题,也是通过管     

天下

第22期中《IT治理——从IT中获得最大价值》一文从“什么是IT治理？为什么要进行IT治理？IT冶理需要解决的问题”几个方面充分阐述丁IT治理概念和理由，以及要做好IT治理需要注意解决的几个问题，使我们弄清了如何从哪方面开始IT治理工作。IT治理是一个共性的、永远的主题，也是通过管理充分挖掘出公司效益。     

建立IT治理机制

建立IT治理机制是一个动态的过程。IT治理是机制的集合，更是治理主体间互动的过程，全球治理委员会的定义指出：“治理不是一整套规则，也不是一种活动，而是一个过程”，所以IT治理是一个“过程”，是公司与所有利益相关者的互动过程，包括在制定公司长远IT发展战略决策中这些“规则”上的互动，另外，环境的动态性也决定了IT治理的动态性。     

企业IT治理架构构建①

针对当前企业信息化过程中所存在的问题,系统论述了企业管理和IT治理的关系,并着重分析了企业IT治理的模式,提出了企业IT治理的目标和架构。并在此基础上提出了企业IT治理架构构建的方法。     

IT治理怎么了？

IT治理本身的概念并不重要,重要的是它是否在指导企业IT管 理控制体系,特别在投资与项目过程监控、投资与业务需求的关 联、绩效跟踪方面是否提供了很好的启发。从这个意义上说,叫不 叫IT治理似乎并不重要了。     

基于平衡计分卡的IT治理模型研究

企业在实施IT治理过程中,对于项目的评价、开发、实施以及维护,需要一种多指标的方法来进行目标分解。平衡记分卡可以帮助企业来分解目标,同时根据对于目标的绩效考察来驱动战略。首先介绍IT治理的概念、模型以及IT平衡记分卡的四个维度,接着提出了一个Cobit与IT平衡计分卡相结合的瀑布模型,解决了IT治理中的绩效评价问题,使得IT治理过程更加完善和成熟。     

IT治理的路线图

IT治理并没有想像得那样复杂和虚无缥缈。我们并不需要从成百上千种IT治理模式中煞费苦心地寻找一条适合自己的模式。埃森哲公司创建了一种IT治理模式,该模式为组织建立有效的IT治理提供了一张路线图。     

流程行业智能工厂IT组织与治理架构设计研究

作为国民经济发展的重要支柱,流程工业迫切需要通过新一代信息通信技术实现产业升级。IT治理是组织治理的重要组成部分,对处在转型初期的流程行业发展和分工格局有着深刻影响和重要的现实意义。流程行业的复杂性给企业IT组织与治理架构设计带来了严峻的挑战,同时流程行业企业对IT组织与治理认识普遍不够深刻,缺乏清晰且成熟的IT治理实施路径,使得IT治理成效不明显。IT组织与治理架构设计应结合企业自身、信息化战略及IT管理组织模式特点。IT组织架构的设计主要从三方面入手,即IT组织的定位与模式、IT组织职能分布、IT组织的能力构建。在IT治理方面重点关注IT领导力与决策体系、IT内控与风险管理及IT绩效管理机制。最后,通过中国石化IT治理的实践,阐述了中国石化集团层面和企业层面的IT组织架构和IT治理的指导思想。     

Achieving IT‐based synergies through regulation‐oriented and consensus‐oriented IT governance capabilities

This study aims at exploring the IT governance capabilities that enable organizations to achieve IT‐based synergies. Following existing work on the contextualization of theories and drawing on the resource‐based view of the firm (RBV), we develop an RBV of IT‐based synergies in two steps. First, we adopt existing context‐specific constructs and relationships from prior work on IT governance capabilities, IT relatedness, and synergies to develop a preliminary contextualization of the RBV. Second, to further refine our theoretical framework, we conduct an exploratory field study that includes interviews with 26 CIOs and other IT executives from 21 multibusiness firms. Our findings suggest that IT governance capabilities lead to IT‐based synergies through IT relatedness and business process relatedness. We found regulation‐oriented IT governance capabilities (IT roles and IT processes) to increase IT relatedness, while consensus‐oriented IT governance capabilities (IT groups and relational capabilities) had a positive effect on business process relatedness. Our results suggest that, in isolation, IT and business process relatedness lead to IT cost synergies, while collectively enabling IT‐induced business synergies. Our study is among the first to treat IT relatedness as an endogenous construct and to explicitly integrate business process relatedness into the IT governance domain. Our context‐specific decomposition of IT governance capabilities helps to better explain their links to IT and business process relatedness. These findings contribute to a better understanding of the tension between IT‐based synergies and business‐IT alignment. Decision‐makers are guided in developing IT governance capabilities to achieve IT‐based synergies.     

Defining the relationships between IT service management and IT service governance

IT service provider organizations need both IT service management (ITSM) and IT service governance (ITSG) to ensure successful service provision for their customers. However, current service science literature has not adequately addressed how these activities differ from each other. Focusing solely on IT service management and ignoring service governance aspects may cause difficulties in measuring the performance of service management, defining and deploying the roles and responsibilities of service management, allocating the resources for right service improvements and adopting the service-oriented process culture. The research problem of this study is: How does IT service management differ from IT service governance? The main contribution of the study is a framework for IT service governance and a roadmap of IT service management frameworks and standards that can be utilized in establishing IT service governance activities. The theory-based framework is validated in an IT service change management case study with five Finnish IT service provider organizations. The results of this study may be used by top management, service directors and the IT service managers of IT service companies to better identify different aspects of IT service management and IT service governance.     

Crafting Information Technology Governance

Information Technology (IT) governance has emerged as a fundamental business imperative, and rightfully so, because it is key to realizing IT business value. IT governance describes the distribution of IT decision-making rights and responsibilities among different stakeholders in the enterprise, and defines the procedures and mechanisms for making and monitoring strategic IT decisions. This article presents a holistic view of IT governance, in which structural, process, and relational capabilities are an integral part of an effective IT governance architecture. the article concludes with an IT Governance Assessment Process (ITGAP) model, with which business and IT executives can assess the effectiveness of their company's current IT governance architecture.     

IT Management and Governance in Equal Parts

To be most effective, companies must manage their IT resources and use them in their governance structure. So there is a defined difference between IT management and IT governance. If a company wants to grow and be successful, it must not only manage its IT resources, but also use those resources throughout the company as part of the governance structure. IT governance implies a system in which all stakeholders, including the board, internal customers and related areas such as finance, have the necessary input into the decision making process, thus preventing a single stakeholder, typically IT, [from] being blamed for poor decisions. It also prevents users from later complaining that the system does not behave or perform as expected.     

It governance in the public sector: a conceptual model

Information technology governance (ITG) has been identified as an organizational ability of great importance for IT strategic alignment and the delivery of business though IT. However, the results and contribution of ITG are poorly understood. This work presents an explanatory model of the effects of IT governance mechanisms on IT and organizational performance of public organizations. To test the model, data was collected from a survey conducted in 146 Brazilian public organizations. Partial least squares analysis was applied to test the proposed model. The results indicate that (i) IT performance is positively correlated with organizational performance, (ii) relational mechanisms between IT and a business are determinant factors for the performance of IT, and also positively correlated with organizational performance, and (iii), decision structure and process maturity are not significantly correlated with IT performance.     

Assessment of IT governance in organizations: A simple integrated approach

There are various methods available for dealing with IT governance. These methods are diversified, and in some cases lengthy and complicated. This paper is concerned with providing a unified simple approach for IT governance assessment. The approach is developed and tested through the following three main steps: (1) highlighting the basic requirements of IT governance considering key available methods; (2) designing the target approach that integrates these requirements and uses knowledge management principles; and (3) illustrating the use of the approach through a typical illustrative application. The approach uses the “STOPE: Strategy, Technology, Organization, People and Environment” view to integrate the issues involved, the knowledge management principles as an added value, and the six-sigma phases as a cyclic improvement process. The work provides “fifty” main IT governance controls; and these enable finding key strengths and weaknesses of IT governance in organizations from which development directions can be derived. It should be noted that considering knowledge management, and people as a main domain in the integration view, illustrate special emphasis of the human factor in IT governance.     

Inter-firm IT governance in power-imbalanced buyer–supplier dyads: exploring how it works and why it lasts

Using a multiple case study design, we investigate the issue of inter-firm IT governance and its impact on information sharing in buyer–supplier dyadic relationships. We interviewed 38 managers of operations, purchasing, and IT in five dyadic relationships, and identified and examined one type of inter-firm IT governance: unilateral IT governance. In this type of IT governance, one party of the dyad dominates the relationship and the decision rights regarding inter-firm IT systems and data sharing. We find that unilateral inter-firm IT governance develops under contract-based and relationship-supplemented inter-firm governance arrangements in which significant power imbalance exists. However, contrary to the prediction of resource dependence theory, power-imbalanced governance can survive and thrive over a long period of time. We find that the inter-firm relational norms and trust that develop between these dyads constrain opportunistic and myopic behaviors in both parties, thus sustaining the seemingly unstable unilateral inter-firm IT governance. We also find that the operational necessity of the buyers and the IT capability of the suppliers are two primary factors that constrain inter-firm information sharing in these dyads. On the basis of these findings, we propose a process model for understanding and managing this type of inter-firm IT governance.     

Influencing the effectiveness of IT governance practices through steering committees and communication policies

Information technology (IT) governance practices involve efforts by an organization's leadership to influence IT-related decisions through the location of decision rights and the structure of decision processes. Our focus is on two specific aspects of IT governance: IT steering committees and IT-related communication policies. Adopting an inductive research strategy examining qualitative data, we provide evidence on the influence of these governance practices from three small-/medium-sized organizations. While each firm evidenced a centralized IT governance posture, differences in these firms’ IT steering committees and governance-related communication policies were found to explain differences in the firms’ IT use outcomes. Inferences from our findings are presented in the form of propositions informing future research.