Besides the small introduction, subscribers and consulting clients within this management domain have access to:
Align IT’s direction with the business using the Statement of Business Context.
Evaluate the strengths and weaknesses of current governance using the Current State Assessment.
Build a redesign of the governance framework using the Future State Design template.
Create an implementation plan to jump-start the communication of the redesign and set it up for success.
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Identify the need for governance in your organization and engage the leadership team in the redesign process.
Establish an engagement standard for the leadership of your organization in the IT governance redesign.
1.1 Identify stakeholders.
1.2 Make the case for improved IT governance.
1.3 Customize communication plan.
Stakeholder Power Map
Make the Case Presentation
Communication Plan
Create a mutual understanding with the business leaders of the current state of the organization and the state of business it is moving towards.
The understanding of the business context will provide an aligned foundation on which to redesign the IT governance framework.
2.1 Review documents.
2.2 Analyze frameworks.
2.3 Conduct brainstorming.
2.4 Finalize the Statement of Business Context.
PESTLE Analysis
SWOT Analysis
Statement of Business Context
Establish a baseline of the current governance framework.
Develop guidelines based off results from the current state that will guide the future state design.
3.1 Create committee profiles.
3.2 Build governance structure map.
3.3 Establish governance guidelines.
Current State Assessment
Redesign the governance structure and the committees that operate within it.
Build a future state of governance where the relationships and processes that are built drive optimal business results.
4.1 Build governance structure map.
4.2 Create committee profiles.
Future State Design
IT Governance Terms of Reference
Build a roadmap for implementing the governance redesign.
Create a transparent and relationship-oriented implementation strategy that will pave the way for a successful redesign implementation.
5.1 Identify next steps for the redesign.
5.2 Establish communication plan.
5.3 Lead executive presentation.
Implementation Plan
Executive Presentation
"Governance is something that is done externally to IT and well as internally by IT, with the intention of providing oversight to direct the organization to meet goals and keep things on target.
Optimizing IT governance is the most effective way to consistently direct IT spend to areas that provide the most value in producing or supporting business outcomes, yet it is rarely done well.
IT governance is more than just identifying where decisions are made and who has the authority to make them – it must also provide the context and criteria under which decisions are made in order to truly provide business value" (Valence Howden, Director, CIO Practice Info-Tech Research Group)
An enabling framework for decision-making context and accountabilities for related processes.
A means of ensuring business-IT collaboration, leading to increased consistency and transparency in decision making and prioritization of initiatives.
A critical component of ensuring delivery of business value from IT spend and driving high satisfaction with IT.
An annoying, finger-waving roadblock in the way of getting things done.
Limited to making decisions about technology.
Designed tacitly; it is purposeful, with business objectives in mind.
A one-time project; you must review and revalidate the efficiency.
Don’t blur the lines between governance and management; each has a unique role to play. Confusing these results in wasted time and confusion around ownership.
Governance |
Management |
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IT governance sets direction through prioritization and decision making, and monitors overall IT performance. Governance aligns with the mission and vision of the organization to guide IT. |
Management is responsible for executing on, operating, and monitoring activities as determined by IT governance. Management makes decisions for implementing based on governance direction. |
An IT governance framework is a system that will design structures, processes, authority definitions, and membership assignments that lead IT toward optimal results for the business.
"Everyone needs good IT, but no one wants to talk about it. Most CFOs would rather spend time with their in-laws than in an IT steering-committee meeting. But companies with good governance consistently outperform companies with bad. Which group do you want to be in?" (Martha Heller, President, Heller Search Associates)
The business should engage in IT governance and IT should influence the direction of the business.
Enterprise Governance |
IT Governance |
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Authority for enterprise governance falls to the board and executive management. Responsibilities Include:
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–› Engage in –› ‹– Influence ‹– |
Governance of IT is a component of enterprise governance. Responsibilities Include:
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If you notice any of these signals, governance redesign is right for you!
The majority of organizations and their key stakeholders experience highly visible gaps in the alignment of IT investments and organizational goals.
88% of CIOs believe that their governance is not effective. (Info-Tech Diagnostics)
49% of firms are misaligned on current performance expectations for IT.
67% of firms are misaligned on the target role for IT.
Without business-IT fusion, IT will go in a different direction, leading to a divergence of purpose and outcomes. IT can transform into a fused partner of the business by ensuring that they govern toward the same goal.
Firefighter
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Business Partner
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Info-Tech’s approach to governance redesign is rooted in COBIT, the world-class and open-source IT governance standard.
COBIT begins with governance, EDM – Evaluate, Direct, and Monitor.
We build upon these standards with industry best practices and add a practical approach based on member feedback.
This blueprint will help you optimize your governance framework.
The four phases of Info-Tech’s governance redesign methodology will help you drive greater value for the business.
Common Pitfalls |
Info-Tech Solutions |
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Phase 1 |
There must be an active understanding of the current and future state of the business for governance to address the changing needs of the business. | –› |
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Phase 2 |
Take a proactive approach to revising your governance framework. Understand why you are making decisions before actually making them. | –› |
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Phase 3 |
Keep the current and future goals in sight to build an optimized governance framework that maintains the minimum bar of oversight required. | –› |
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Phase 4 |
Don’t overlook the politics and culture of your organization in redesigning your governance framework. | –› |
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These metrics will help you determine the extent to which your governance is supporting your business goals, and whether the governance in place promotes business-IT fusion.
While benefits of governance are often qualitative, the power of effective governance can be demonstrated through quantitative financial gains.
Scenario 1 – Realizing Expected Gains |
Scenario 2 – Mitigating Unexpected Losses |
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Metric |
Track the percentage of initiatives that provided expected ROI year over year. The optimization of the governance framework should generate an increase in this metric. Monitor this metric for continuous improvement opportunities. | Track the financial losses related to non-compliance with policy or regulation. An optimized governance framework should better protect the organization against policy breach and mitigate the possibility and impact of “rogue” actions. |
Formula |
ROI of all initiatives / number of initiatives in year 2 – ROI of all initiatives / number of initiatives in year 1
The expected result should be positive. |
Cost of non-compliance in year 2 – cost of non-compliance in year 1
The expected result should be negative. |
The IT governance had been structured based on regulations and had not changed much since it was put in place. However, a move to become an integration and service focused organization had moved the organization into the world of web services, Agile development, and service-oriented architecture.
The existing process was well defined and entrenched, but did not enable rapid decision making and Agile service delivery. This was due to the number of committees where initiatives were reviewed, made worse by their lack of approval authority. This led to issues moving initiatives forward in the timeframes required to meet clinician needs and committed governmental deadlines.
In addition, the revised organizational mandate had created confusion regarding the primary purpose and function of the organization and impacted the ability to prioritize spend on a limited budget.
To complicate matters further, there was political sensitivity tied to the membership and authority of different governing committees.
The CEO decided that a project would be initiated by the Enterprise Architecture Group, but managed by an external consultant to optimize and restructure the governance within the organization.
The purpose of using the external consultant was to help remove internal politics from the discussion. This allowed the organization to establish a shared view of the organization’s revised mission and IT’s role in its execution.
The exercise led to the removal of one governing committee and the merger of two others, modification to committee authority and membership, and a refined decision-making context that was agreed to by all parties.
The redesigned governance process led to a 30% reduction in cycle time from intake to decision, and a 15% improvement in alignment of IT spend with strategic priorities.
Use these icons to help guide you through each step of the blueprint and direct you to content related to the recommended activities.
This icon denotes a slide where a supporting Info-Tech tool or template will help you perform the activity or step associated with the slide. Refer to the supporting tool or template to get the best results and proceed to the next step of the project.
This icon denotes a slide with an associated activity. The activity can be performed either as part of your project or with the support of Info-Tech team members, who will come onsite to facilitate a workshop for your organization.
DIY Toolkit |
Guided Implementation |
Workshop |
Consulting |
"Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful." | "Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track." | "We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place." | "Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project." |
Align IT With the Business Context |
Assess the Current State |
Redesign Governance |
Implement Redesign |
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Best-Practice Toolkit |
1.1 Identify Stakeholders
1.2 Make the Case 1.3 Present to Executives 1.4 Customize Comm. Plan 1.5 Review Documents 1.6 Analyze Frameworks 1.7 Conduct Brainstorming 1.8 Finalize the SoBC |
2.1 Create Committee Profiles
2.2 Build a Governance Structure Map 2.3 Establish Governance Guidelines |
3.1 Build Governance Structure Map
3.2 Create Committee Profiles 3.3 Leverage Process Specific Governance Blueprints |
4.1 Identify Next Steps for the Redesign
4.2 Establish Communication Plan 4.3 Lead Executive Presentation |
Guided Implementations |
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Onsite Workshop |
Module 1:
Align IT with the business context |
Module 2:
Assess the current governance framework |
Module 3:
Redesign the governance framework |
Module 4:
Implement governance redesign |
Phase 1 Results:
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Phase 2 Results:
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Phase 3 Results:
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Phase 4 Results:
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Workshop Day 1 |
Workshop Day 2 |
Workshop Day 3 |
Workshop Day 4 |
Workshop Day 5 |
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Task – Identify the Need for Governance | Task – Align IT with the Business Context | Task – Assess the Current State | Task – Redesign Governance Framework | Task – Implement Governance Redesign | |
Activities |
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Deliverables |
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Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Step 1.1: Identify the Need for Governance | Step 1.2: Create the Statement of Business Context |
Start with an analyst kick-off call:
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Review findings with analyst:
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Then complete these activities…
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Then complete these activities…
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With these tools & templates:
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With these tools & templates:
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1 | 2 | 3 | 4 |
Align IT With the Business Context | Assess the Current Governance Framework | Redesign the Governance Framework | Implement Governance Redesign |
Fuse IT with the business by establishing a common context of what the business is trying to achieve. Align IT with the business by developing an understanding of the business state, creating a platform to build a well-aligned governance framework.
"IT governance philosophies can no longer be a ‘black box’ … IT governance can no longer be ignored by senior executives." (Iskandar and Mohd Salleh, University of Malaya, International Journal of Digital Society)
Get consensus on the changing state of business. There must be an active understanding of the current and future state of the business for governance to address the changing needs of the business.
"Without an awareness of IT governance, there is no chance that it will be followed … The higher the percentage of managers who can describe your governance, the higher the governance performance." (Jeanne Ross, Director, MIT Center for Information Systems Research)
The path you will choose for your governance buy-in tactics will be based on the original directive to redesign governance.
Enterprise Directive.
In the case that the redesign is an enterprise directive, jump directly to building a communication plan.
IT Directive.
In the case that the redesign is an IT directive, make the case to get the business on board.
Use the Make the Case customizable deliverable to lead a boardroom-quality presentation proving the specific need for senior executive involvement in the governance redesign.
It is vital to identify key business and IT stakeholders before the IT governance redesign has begun. Consider whose input and influence will be necessary in order to align with the business context and redesign the governance framework accordingly.
Stakeholders may have competing concerns – that is, concerns that cannot be addressed with one solution. The governance redesigner must prioritize their time to address the concerns of the stakeholders who have the most power and who are most impacted by the IT governance redesign.
Draw a stakeholder power map to visualize the importance of various stakeholders and their concerns, and to help prioritize your time with those stakeholders.
Download Info-Tech’s Stakeholder Power Map Template to help you visualize your key stakeholders.
1.1
It is important to identify who will be impacted and who has power, and the level of involvement they have in the governance redesign. If they have power, will be highly impacted, and are not involved in governance, you have already lost – because they will resist later. You need to get them involved early.
INPUT: Signal Questions, CIO-CXO Alignment Diagnostic
OUTPUT: List of Categorized Pain Points
Materials: Make the Case for an IT Governance Redesign
Participants: Identified Key Business Stakeholders
See the CEO-CIO Alignment Program for more information.
The CEO-CIO Alignment Program helps you understand the gaps between what the CEO wants for IT and what the CIO wants for IT. The program will also evaluate the current state of IT, from a strategic and tactical perspective, based on the CEO’s opinion.
The CEO-CIO Alignment Program helps to:
To conduct the CEO-CIO Alignment Program, follow the steps outlined below.
See the CEO-CIO Alignment Program for more information.
1.3 30 minutes
Use the Make the Case for an IT Governance Redesign template for more information.
1B Create a plan to engage the key stakeholders
Create personal communication plans to provide individualized engagement, instead of assuming that everyone will respond to the same communication style.
Download the IT Governance Stakeholder Communication Planning Tool for more information.
Stakeholder role |
Power map position |
Why inform them |
When to inform them |
What we need from them |
Chief Executive Officer | ||||
Chief Financial Officer | ||||
Chief Operating Officer |
Vehicle |
Audience |
Purpose |
Frequency |
Owner |
Distribution |
Level of detail |
Status Report | IT Managers | Project progress and deliverable status | Weekly | CIO, John Smith | Details for milestones, deliverables, budget, schedule, issues, next steps | |
Status Report | Marketing Manager | Project progress | Monthly | CIO, John Smith | High-level detail for major milestone update and impact to the marketing unit |
1C Document the mutual understanding of the business context
Use the Statement of Business Context customizable deliverable as a point of reference that will guide the direction of the governance redesign.
Components of the SoBC
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More Components of the SoBC
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Work through if your organization’s state is small vs. large, public vs. private, and lean vs. DevOps vs. traditional. |
SmallIT team is 30 people or less. |
LargeIT team is more than 30 people. |
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PublicWholly or partly funded by the government. |
PrivateNo government funding is provided. |
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Lean: The business aims to eliminate any waste of resources (time, effort, or money) by removing steps in the business process that do not create value. | Devops/Agile: Our organization aims to make quick decisions and navigate the fast-paced industry with agility. Uniting the development and operational sides of the business. | Hierarchical: Departments in the organization are siloed by function. The organization is top-down and hierarchical, and takes more time with decision making. |
‹– Multi-State (any combination) –› |
INPUT: Strategic Documents, Financial Documents
OUTPUT: Mission, Vision, Strategic Objectives
Materials: Corporate Documents
Participants: IT Governance Redesign Owner
Start assessing the state of the business context by leveraging easily accessible information. Many organization have strategic plans, documents, and presentations that already include a large portion of the information for the SoBC – use these sources first.
Some organizations (and business units) create an authoritative strategy document. These documents contain the organization’s corporate aspirations and outline initiatives, reorganizations, and shifts in strategy. Additionally, some documents contain strategic analysis (Porter’s Five Forces, etc.).
Departmental budgets highlight the new projects that will launch in the next fiscal year. The overwhelming majority of these projects will have IT implications. Additionally, identifying where the department is spending money will allow you to identify business unit initiatives and operational change.
1.6 2-4 hours
INPUT: Industry Research, Organizational Research, Analysis Templates
OUTPUT: PESTLE and SWOT Analysis
Materials: Computer or Whiteboards and Markers
Participants: IT Governance Redesign Owner
If corporate documents denoting the key components of the SoBC are not easily available, or do not provide all information required, refer to business analysis frameworks to discover internal and external trends that impact the mission, vision, strategic objectives, and state of the business.
Political |
Economic |
Social |
Technological |
Legal |
Environmental |
Strengths |
Weaknesses |
Opportunities |
Threats |
Political. Examine political factors such as taxes, environmental regulations, and zoning restrictions.
Economic Examine economic factors such as interest rates, inflation rate, exchange rates, the financial and stock markets, and the job market.
Social. Examine social factors such as gender, race, age, income, disabilities, educational attainment, employment status, and religion.
Technological. Examine technological factors such as servers, computers, networks, software, database technologies, wireless capabilities, and availability of software as a service.
Legal. Examine legal factors such as trade laws, labor laws, environmental laws, and privacy laws.
Environmental. Examine environmental factors such as green initiatives, ethical issues, weather patterns, and pollution.
Download Info-Tech’s PESTLE Analysis Template to help get started.
For each prompt below, always try to answer the question: how does this affect my business?
Break the group into two teams.
Assign team A internal strengths and weaknesses.
Assign team B external opportunities and threats.
Helpful to achieve the objective |
Harmful to achieve the objective |
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Internal Origin attributes of the organization |
Strength | Weaknesses |
External Origin attributes of the environment |
Opportunities | Threats |
Download Info-Tech’s Business SWOT Analysis Template to help get started.
INPUT: SoBC Template
OUTPUT: Completed SoBC
Materials: Computer, Phone, or Other Mechanism of Connection
Participants: CEO, CFO, COO, CMO, CHRO, and Business Unit Owners
Use the SoBC as the guide to both the interview and the survey. Be clear about the purpose of understanding the business context when connecting with key business stakeholders to participate in the brainstorming. This is a perfect opportunity to establish or develop a relationship with the stakeholders who will need to buy into the redesigned governance framework since it will involve and impact them significantly.
Talking to key stakeholders will allow you to get a holistic view of the business strategy. You will be able to ask follow-up questions to get a better understanding of abstract or complex concepts. Interviews also allow you to have targeted discussions with specific stakeholders who have in-depth subject-matter knowledge.
Document any project assumptions or constraints. Before proceeding with the IT governance activities, validate the statement of business context with senior stakeholders. When consensus has been reached, have them sign the final page of the document.
Download the SoBC Template and complete for final approval.
In most circumstances, you should have the SoBC validated with the following stakeholders:
The new business direction to become an integrator shifted focus to faster software iteration and on enabling integration and translation technologies, while moving away from creating complete, top-to-bottom IT solutions to be leveraged by clinicians and patients.
Internal to the IT organization, this created a different in perspective on what was important to prioritize: foundational elements, web services, development, or data compliance issues. There was no longer agreement on which initiatives should move forward.
A series of mandatory meetings were held with key decision makers and SMEs within the organization in order to re-orient everyone on the overall purpose, goals, and outcomes of the organization.
All attendees were asked to identify what they saw as the mission and vision of the organization.
Finally, clinicians and patient representatives were brought in to describe how they were going to use the services the organization was providing and how it would enable better patient outcomes.
Identifying the purpose of the work the IT organization was doing and how the services were going to be used realigned the different perspectives in the context of the healthcare outcomes they enabled.
This activity provided a unifying view of the purpose and the state of the business. Understanding the business context prepared the organization to move forward with the governance redesign.
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1.1 |
Identify Relevant Stakeholders
Build a list of relevant stakeholders and identify their position on the stakeholder power map. |
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1.4 |
Communication Plan
Build customized communication plans to engage the key stakeholders in IT governance redesign. |
1.7 |
Gather Business Information
Review business documents, leverage business analysis tools, and brainstorm with key executives to document the Statement of Business Context. |
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1.8 |
Finalize the Statement of Business Context
Get final approval and acceptance on the Statement of Business Context that will guide your redesign. |
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Step 2.1: Outline the Current State Assessment | Step 2.2: Review the Current State Assessment |
Start with an analyst kick-off call:
| Review findings with analyst:
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Then complete these activities…
| Then complete these activities…
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With these tools & templates:
| With these tools & templates:
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1 | 2 | 3 | 4 |
Align IT With the Business Context | Assess the Current Governance Framework | Redesign the Governance Framework | Implement Governance Redesign |
Don’t be passive; take action! Take an active approach to revising your governance framework. Understand why you are making decisions before actually making them.
"Much of the focus of governance today has been on the questions:
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–› | "We need to shift to…
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Download the Current State Assessment of IT Governance to work toward these outcomes
How to use the Current State Assessment of IT Governance deliverable: Follow the steps below to create a cohesive understanding of the current state of IT governance and the challenges that the current system poses.
Part A – Committee Profiles
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Part B – Structure Map
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Part C – Governance Guidelines
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Membership Roles
Insert information here that reflects who the individuals are that sit on that governing body and what their role is. Include other important information about the individuals’ knowledge, skills, or capabilities that are relevant.
Purpose
Define why the committee was established in the first place.
Decision Areas
Explain the specific areas of decision making this group is responsible for overseeing.
Inputs
Consider the information and materials that are needed to make decisions.
Outputs
Describe the outcomes of the committee. Think about decisions that were made through the governance process.
Governing Bodies |
Inputs |
Outputs |
Committee #1 | ||
Committee #2 | ||
Committee #3 | ||
CFO | ||
IT Director | ||
CIO |
1 | SmallIT team is 30 people or less. | LargeIT team is more than 30 people. | |
2 | PublicWholly or partly funded by the government. | PrivateNo government funding is provided. | |
3 | Lean: The business aims to eliminate any waste of resources (time, effort, or money) by removing steps in the business process that do not create value. | Devops: Our organization aims to make quick decisions and navigate the fast-paced industry with agility. Uniting the development and operational sides of the business. | Hierarchical: Departments in the organization are siloed by function. The organization is top-down and hierarchical, and takes more time with decision making. |
‹– Multi-State (any combination) –›Multi-State Example A: If you are small organization that is publicly funded and you are shifting towards a lean methodology, combine the implications of all those groups in a way that fits your organization. Multi-State Example B: Your organization is shifting from a more traditional state of operating to combining the development and operations groups. Use hierarchical implications to govern one group and DevOps implications for the other. |
2.3 2 hours
Consider:
*Example | Structure | Authority | Process | Membership |
Strength |
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Weakness |
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2.3 2-4 hours
*Example | Structure | Authority | Process | Membership |
Strength | ||||
Weakness | ||||
Implication / Guideline |
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Note: Use the examples of guidelines provided in the Current State Assessment of IT Governance to help formulate your own.
Over time, the organization had to create a large amount of governing committees and subcommittees in order to comply with governance frameworks applied to them and to meet regulatory compliance requirements.
The current structure was no longer optimal to meet the newly identified mandate of the organization. However, the organization did not want to start from scratch and scrap the elements that worked, such as the dates and times that had been embedded into the organization.
A current state assessment was planned and executed in order to review what was currently being done and identify what could be retained and what should be added, changed, or removed to improve the governance outcomes.
The scope involved examining how current and near-term governance needs were, or were not, met through the existing structure, bodies, and their processes.
The organization investigated governance approaches of organizations with similar governance needs and with similar constraints to model their own.
The outputs of this exercise included:
These guidelines were used to drive recommendations for improvements to the governance structures and processes in the organization.
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2.1 |
Create Current State Structure and Profiles
Take the time to clearly articulate the current governance framework of your organization. Outline the structure and build the committee profiles for the governing bodies in your organization. |
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2.3 |
Determine Strengths, Weaknesses, and Guidelines
Evaluate the strengths of your governance framework, the weaknesses that it exhibits, and the guidelines that will help maintain the strengths and alleviate the pains. |
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Step 3.1: Understand the Redesign Process | Step 3.2: Review Governance Structure | Step 3.3: Review Governance Committees |
Start with an analyst kick-off call:
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Review findings with analyst:
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Finalize phase deliverable:
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Then complete these activities…
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Then complete these activities…
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Then complete these activities…
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With these tools & templates:
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With these tools & templates:
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With these tools & templates:
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1 | 2 | 3 | 4 |
Align IT With the Business Context | Assess the Current Governance Framework | Redesign the Governance Framework | Implement Governance Redesign |
Keep the current and future goals in sight to build an optimized governance framework that maintains the minimum bar of oversight required.
Download the Future State Design for IT Governance template to work toward these outcomes.
How to use the Future State Design for IT Governance deliverable: Follow the steps below to redesign the future state of IT governance. Use the guidelines to respond to challenges identified in the current governance framework based on the current state assessment.
Part A – Structure Map |
Part B – Committee Profiles |
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1a. Input Structural Guidelines | 1b. Input Authority Guidelines | 1a. Input Process Guidelines | 1b. Input Member Guidelines |
2. Guiding Questions
Do governing bodies operate at a tier that matches the guidelines? |
Do governing bodies focus on the decisions that align with the guidelines? |
2. Guiding Questions
Do the process inputs and outputs reflect the structure and authority guidelines? |
Do governing bodies engage the right people who have the roles, capacity, and knowledge to govern? |
3. Add / Change (Tier/Authority) / Remove Governing Bodies – Structure |
3. Adapt / Refine Governing Bodies – Profiles |
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4. Use the Structure Map to Show Redesign | Use the IT Governance Terms of Reference for Redesign |
The future state design will reflect the state of business that was identified in Phase 1 along with the guidelines defined in Phase 2 to build a governance framework that promotes business-IT fusion.
Statement of Business Context | –› | Current State Assessment |
Identified Future Business StateStructureAuthorityLeverage the structure and authority guidelines to build the governance structure. |
Defined Governance GuidelinesProcessMembershipLeverage the process and membership guidelines to build the governance committees. |
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Future State Design |
3A.1 Redesign the governance frameworks
Structure | Authority |
1a. Structural Guidelines | 1b. Authority Guidelines |
Input the guidelines from the current state assessment to guide the redesign. | |
2. Leverage Guiding QuestionsUse the guiding questions provided to assess the needed changes. | |
Guiding Questions | Do governing bodies focus on the decisions that align with the guidelines? |
Build the “where/why” of governance. Consider at what tier each committee will reside and what area of governance will be part of its domain. Modify the current structure; do not start from scratch. | |
3. Add / Change (Tier/Authority) / Remove | |
Determine changes to structure or authority that will be occurring for each of the current governing bodies. Work within the current structure as much as possible. | |
4. Use the Structure Map to Show Redesign | |
Create your own governance structure map to represent the way the governing bodies interact and feed into each other. |
3.1 2-4 hours
Keep the number of added or removed committees as low as possible, while still optimizing. The less change to the structure, the easier it will be to implement.
All Governing Bodies |
Add |
Change |
Remove |
ITSC | Structure Authority |
Delegate the authority of portfolio investment decisions over $200K to this body | |
Portfolio Review Board | This committee no longer needs to exist since its authority of portfolio investment decisions over $200K has been redelegated | ||
Risk and Compliance Committee | Create a new governing body to address increasing risk and compliance issues that face the organization |
Process |
Membership |
1a. Process Guidelines | 1b. Authority Guidelines |
Input the guidelines from the current state assessment to guide the redesign. | |
2. Leverage Guiding QuestionsUse the guiding questions provided to assess the needed changes. |
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Guiding Questions
Do the process inputs and outputs reflect the structure and authority guidelines? |
Do governing bodies engage the right people who have the roles, capacity, and knowledge to govern? |
Build the “what/how” of governance. Build out the process and procedures that each committee will use. | |
3. Adapt / Refine Governing Body ProfilesUsing your customized guidelines, create a profile for each committee. |
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We have provided templates for some common committees. To make these committee profiles reflective of your organization, use the information you have gathered in your Current State Assessment of IT Governance guidelines. For a more detailed approach to building out specific charters for each committee refer to the IT Governance Terms of Reference. |
3.2 3-6 hours
The people on the committee matter. Governance committee membership does not have to correspond with the organizational structure, but it should correspond with the purpose and decision areas of the governance structure.
Refer to the sections outlined below to build a committee charter for your governance committees. Four examples are provided in the tool and can be edited for your convenience. They are: Executive Management Committee, IT Steering Committee, Portfolio Review Board, and Risk and Compliance Committee.
Be sure to embed the domains of governance in the charters so that committees focus on the appropriate elements of benefits realization, risk optimization, and resource optimization.
Download the IT Governance Terms of Reference for more in-depth committee charters.
The effectiveness of the governance is reliant on the ability to work within operational dependencies that will exist in the governance framework. Consider these questions to guide the duration, frequency, and sequencing of your governing body meetings.
Frequency
Duration
Sequencing
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If there are specific areas of IT governance that you require further support on, refer to Info-Tech’s library of DIY blueprints, Guided Implementations, and workshops for further support. We cover IT governance in the following areas:
Enterprise Architecture Governance |
Service Portfolio Governance |
Security Governance |
A multi-state business will face unique challenges in navigating the redesign process with the goal of combining all related business states in governance.
The multi-state business will not fit into one “box” – consider implications from the overlapping business states.
As business needs change, ensure that you establish triggers to reassess the design of your governance framework.
Identifying the committees and processes that should be in place in the target state required a lot of different inputs.
A number of high-profile senior management team members were still resistant to the overall idea of applying governance to their initiatives since they were clinician driven.
The approach and target state, including the implementation plan, had to be approved and built out.
The information pulled together from the current state assessment, including best practices and jurisdictional scans, were tied together with the updated mandate and future state, and a list of recommended improvements were documented.
The improvements were presented to the optimization committee and the governance committee members to ensure agreement on the approach and confirm the timeline for agreed improvements.
A future state mapping of the new committee structure was created, as well as the revised membership requirements, responsibilities, and terms of reference.
The approved recommendations were prioritized and turned into an implementation plan, with each improvement being assigned an owner who would be responsible for driving the effort to completion.
Integration points in other processes, like SDLC, where change would be required were highlighted and included in the implementation plan.
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3.1 |
Redesign the Governance Structure
Identify committees that need to be added, ones that must be changed, and the no-longer-needed governing bodies in an optimized and streamlined structure. Draw it out in the governance structure map. |
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3.2 |
Redesign the Governing Bodies
Use the IT Governance Terms of Reference and the Committee Template to build a committee profile for each governing body identified. Use these activities to build out and establish the processes of the modified governing groups. |
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Step 4.1: Identify Steps for Implementation | Step 4.2: Finalized Implementation Plan |
Start with an analyst kick-off call:
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Review findings with analyst:
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Then complete these activities…
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Then complete these activities…
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With these tools & templates:
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With these tools & templates:
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1 | 2 | 3 | 4 |
Align IT With the Business Context | Assess the Current Governance Framework | Redesign the Governance Framework | Implement Governance Redesign |
Often high-level organizational changes create challenges. We will help you break down the barriers to optimal IT governance by addressing key obstacles.
Key Obstacles |
Solutions |
Identifying Steps | The prioritization must be driven by the common view of what is important for the organization to succeed. Prioritize the IT governance next steps according to the value they are anticipated to provide to the business. |
Communicating the Redesign | The redesign of IT governance will bring impactful changes to diverse stakeholders across the organization. This phase will help you plan communication strategies for the different stakeholders. |
Don’t overlook the politics and culture of your organization while redesigning your governance framework.
4A Create an implementation and communication plan
Download the IT Governance Implementation Plan to organize your customized implementation and communication plan.
4.1
INPUT: Tasks Identified in the Future State Design
OUTPUT: Identified Tasks for Implementation as Well as the Audience
Materials: N/A
Participants: IT Governance Redesign Owner
Keep these questions in mind as you analyze and assess what steps to take first in the redesign implementation.
While there are other methods to implementing change, the big-bang approach is the most effective for governance redesign and will maintain the momentum of the change as well as the support needed to make it successful.
Phased |
Parallel |
Big Bang |
Implementation of redesign occurs in steps over a significant period of time. |
Components of the redesign are brought into the governance framework, while maintaining some of the old components. |
Implementation of redesign occurs all at once. This requires significant preparation. |
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4.2 1 hour
Plan the message first, then deliver it to your stakeholders through the most appropriate medium to avoid message avoidance or confusion.
Face-to-face communication helps to ensure that the audience is receiving and understanding a clear message, and allows them to voice their concerns and clarify any confusion or questions.
Use email to communicate information to broad audiences. In addition, use email as the mass feedback mechanism.
Use an internal website or drive as an information repository.
4B Present the redesign to the key business stakeholders
Use the Executive Presentation customizable deliverable to lead a boardroom-quality presentation outlining the process and outcomes of the IT governance redesign.
4.3 1 hour
Use the Redesign IT Governance to Drive Optimal Business Results Executive Presentation Template for more information.
Members of the project management group and in the larger SDLC process identified a lack of clarity on how to best govern active projects and initiatives that were moving through the governance process during the changes to the governance framework.
These projects had already begun under the old frameworks and applying the redesigned governance framework would lead to work duplication and wasted time.
The organization decided that instead of applying the redesign to all initiatives across the organization, it would only be applied to new initiatives and ones that were still working within the first part of the “gating” process, where revised intake information could still be provided.
Active initiatives that fell into the grandfathered category were identified and could proceed based on the old process. Yet, those that did not receive this status were provided carry-over lead time to revise their documentation during the changes.
The implementation plan and timeframes were approved and an official change-over date identified.
A communication plan was provided, including the grandfathered approach to be used with in-flight initiatives.
A review cycle was also established for three months after launch to ensure the process was working as expected and would be repeated annually.
The revised process improved the cycle time by 30% and improved the ability of the organization to govern high-speed requests and decisions.
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4.1 |
Build and Deploy the Implementation Plan
Construct a list of tasks and consider the individuals or groups that those tasks will impact when implementing the governance redesign. Ensure consistent and transparent communication for successful outcomes. |
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4.3 |
Build the Executive Presentation
Insert the state of business, current state, and future state design outcomes into a presentation to inform the key business stakeholders on the process and outcomes of the governance redesign. |
Deborah Eyzaguirre, IT Business Relationship Manager, UNT System
Herbert Kraft, MIS Manager, Prairie Knights Casino
Roslyn Kaman, CFO, Miles Nadal JCC
Nicole Haggerty, Associate Professor of Information Systems, Ivey Business School
Chris Austin, CTO, Ivey Business School
Adriana Callerio, IT Director Performance Management, Molina Healthcare Inc.
Joe Evers, Consulting Principal, JcEvers Consulting Corp
Huw Morgan, IT Research Executive
Joy Thiele, Special Projects Manager, Dunns Creek Baptist Church
Rick Daoust, CIO, Cambrian College
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