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ITGovernanceOverviewByGeorgeITGovernanceByGeorgeTermofITGovernanceITgovernanceistheresponsibilityoftheboardofdirectorsandexecutivemanagement.Itisanintegralpartofenterprisegovernanceandconsistoftheleadershipandorganizationalstructuresandprocessesthatensurethattheorganization’sITsustainsandextendstheorganization’sstrategiesandobjectivesTermofITGovernanceIInteractionofObjectivesandITactivitiesInteractionofObjectivesandITGovernanceFrameworkITGovernanceFrameworkWhyIsITGovernanceImportantITiscriticalinsupportingandenablingenterprisegoalsITisstrategictothebusinessgrowthandinnovationDuediligenceisincreasinglyrequiredrelativetotheITimplicationofmergersandacquisitionsTheexpectationtoITseldommatchtherealityofITWhyIsITGovernanceImportantFocusAreasofITGovernanceFocusAreasofITGovernanceFocusAreasofITGovernanceStrategicalignmentFocusonaligningwiththebusinessandcollaborativesolutionsValuedeliveryConcentratingonoptimizingexpenseandprovingthevalueofITRiskmanagementAddressingthesafeguardingofITassets,disasterrecoveryandcontinuityofoperationsResourcemanagementOptimizingknowledgeandITinfrastructurePerformancemeasurementTrackingprojectdeliveryandmonitoringITservicesFocusAreasofITGovernanceSFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITStrategicalignmentITalignmentisajourney,notadestinationForITgovernancealignmentencompassesmorethanstrategicintegrationbetweenthe(future)ITorganizationandthe(future)enterpriseorganization.ItalsoisaboutwhetherIToperationsarealignedwiththecurrententerpriseoperationsITStrategicalignmentITalignITStrategicalignmentITalignmentisajourney,notadestinationITSupportingStrategicObjectivesITStrategicalignmentITalignFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITValueDeliveryITvalueisintheeyeofthebeholderViewsofITvalue(WeillandBroadbent)ITValueDeliveryITvalueisiITValueDeliveryITvalueisintheeyeofthebeholderThebasicprincipleofITvaluearetheon-timeandwithin-budgetdeliveryofappropriatequality,whichachievesthebenefitsthatwerepromisedTomanageexpectationsITandbusinessshoulduseacommonlanguageforvalueThehigheronegoesinthemeasurementhierarchy,themoredilutionoccursImportantnotonlytofocusonmeasurementsbasedonvaluerealization,butalsototakeintoaccounttheenterprise’sperformanceincreatingvalueEstablishthevaluemeasuresinconcertbetweenbusinessandITITValueDeliveryITvalueisiFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITRiskManagementTheriskawarenessofseniorcorporateofficersEffectiveriskmanagementbeginswithaclearunderstandingoftheenterprise’sappetiteforriskTheapproachestochoosedependingonthetypeofriskanditssignificancetothebusiness:It’stheITalligatorsyoudonotseethatwillgetyouMitigate----ImplementcontrolsTransfer----ShareriskwithpartnersortransfertoinsurancecoverageAccept----FormallyacknowledgethattheriskexistsandmonitoritThemostdamagingriskarethosethatarenotwellunderstoodITRiskManagementTheriskawFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITResourceManagementAgoodcraftsmanisrecognizedbythequalityofhistoolsOneofthekeystosuccessfulITperformanceistheuseandallocationofITresources(people,applications,technology,facilities,data)inservicingtheneedsoftheenterpriseTheresponsibilitieswithrespecttoITsystemsandservicesprocurementareunderstoodandappliedAppropriatemethodsandadequateskillsexisttomanageandsupportITprojectsandsystemsImprovedworkforceplanningandinvestmentexisttoensurerecruitmentandretentionofskilledITstaffITeducation,traininganddevelopmentneedsarefullyidentifiedandaddressedforallstaffAppropriatefacilitiesareprovidedandtimeisavailableforstafftodeveloptheskillstheyneedITResourceManagementAgoodcFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingThemeansofvaluecreationshiftedfromtangibletointangibleassetsininformation-basedglobaleconomyBSCtranslatesstrategyintoactiontoachievegoalswithaperformancemeasurementsystemgoingbeyondthetraditionalwayITPerformanceMeasurementInIITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingFinancialperspective

TosatisfyourstakeholderswhatfinancialobjectivemustweaccomplishCustomerperspective

ToachieveourfinancialobjectiveswhatcustomersneedsmustweserveInternalprocessperspectiveTosatisfyourcustomersandstakeholdersinwhichinternalbusinessprocessesmustweexcelLearningperspectiveToachieveourgoalshowmustourorganizationlearnandinnovateITPerformanceMeasurementInIITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingITdoesmorethanprovideinformationtoobtainaglobalpicture,alsoenablesandsustainssolutionsfortheactualgoalssetinthebusinessscorecardERP/SCMCRMKMOAITPerformanceMeasurementInIITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingITBSCisoneofthemosteffectivemeanstoaidtoachieveITandbusinessalignment.TheobjectiveToestablishavehicleformanagementreportingtotheboardTofosterconsensusamongkeystakeholdersaboutIT’sstrategicaimsTodemonstratetheeffectivenessandaddedvalueofITTocommunicateaboutIT’sperformance,risksandcapabilitiesITPerformanceMeasurementInIITPerformanceMeasurementITPerformanceMeasurementITPerformanceMeasurementSampleofITBSCMeasuresITPerformanceMeasurementSampConclusionsITgovernanceshouldbeintegratedwithinenterprisegovernanceITgovernancerolesandresponsibilitiesneedtobedefinedAnITgovernanceimplementationplanisrequiredSetupagovernanceorganizationframeworkAlignITstrategywithbusinessgoalsUnderstand/definetherisksDefinetargetareasAnalyzecurrentcapabilityandidentifygapsDevelopimprovementstrategiesMeasureresultsRepeatsteps2-7onaregularbasisConclusionsITgovernanceshouPragmaticrulesTreattheITgovernanceinitiativeasaprojectactivitywithaseriesofphasesratherthana‘one-off’stepRememberthatITgovernanceinvolvesculturalchangeaswellasnewprocesses,andthereforeakeysuccessfactoristheenablementandmotivationofthesechangesMakesurethereisaclearunderstandingoftheobjectivesManageexpectationFocusfirstonwhereitiseasiesttomakechangesanddeliverimprovementsbuildfromthereonestepatatimePragmaticrulesTreattheITg演講完畢，謝謝觀看！演講完畢，謝謝觀看！ITGovernanceOverviewByGeorgeITGovernanceByGeorgeTermofITGovernanceITgovernanceistheresponsibilityoftheboardofdirectorsandexecutivemanagement.Itisanintegralpartofenterprisegovernanceandconsistoftheleadershipandorganizationalstructuresandprocessesthatensurethattheorganization’sITsustainsandextendstheorganization’sstrategiesandobjectivesTermofITGovernanceIInteractionofObjectivesandITactivitiesInteractionofObjectivesandITGovernanceFrameworkITGovernanceFrameworkWhyIsITGovernanceImportantITiscriticalinsupportingandenablingenterprisegoalsITisstrategictothebusinessgrowthandinnovationDuediligenceisincreasinglyrequiredrelativetotheITimplicationofmergersandacquisitionsTheexpectationtoITseldommatchtherealityofITWhyIsITGovernanceImportantFocusAreasofITGovernanceFocusAreasofITGovernanceFocusAreasofITGovernanceStrategicalignmentFocusonaligningwiththebusinessandcollaborativesolutionsValuedeliveryConcentratingonoptimizingexpenseandprovingthevalueofITRiskmanagementAddressingthesafeguardingofITassets,disasterrecoveryandcontinuityofoperationsResourcemanagementOptimizingknowledgeandITinfrastructurePerformancemeasurementTrackingprojectdeliveryandmonitoringITservicesFocusAreasofITGovernanceSFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITStrategicalignmentITalignmentisajourney,notadestinationForITgovernancealignmentencompassesmorethanstrategicintegrationbetweenthe(future)ITorganizationandthe(future)enterpriseorganization.ItalsoisaboutwhetherIToperationsarealignedwiththecurrententerpriseoperationsITStrategicalignmentITalignITStrategicalignmentITalignmentisajourney,notadestinationITSupportingStrategicObjectivesITStrategicalignmentITalignFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITValueDeliveryITvalueisintheeyeofthebeholderViewsofITvalue(WeillandBroadbent)ITValueDeliveryITvalueisiITValueDeliveryITvalueisintheeyeofthebeholderThebasicprincipleofITvaluearetheon-timeandwithin-budgetdeliveryofappropriatequality,whichachievesthebenefitsthatwerepromisedTomanageexpectationsITandbusinessshoulduseacommonlanguageforvalueThehigheronegoesinthemeasurementhierarchy,themoredilutionoccursImportantnotonlytofocusonmeasurementsbasedonvaluerealization,butalsototakeintoaccounttheenterprise’sperformanceincreatingvalueEstablishthevaluemeasuresinconcertbetweenbusinessandITITValueDeliveryITvalueisiFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITRiskManagementTheriskawarenessofseniorcorporateofficersEffectiveriskmanagementbeginswithaclearunderstandingoftheenterprise’sappetiteforriskTheapproachestochoosedependingonthetypeofriskanditssignificancetothebusiness:It’stheITalligatorsyoudonotseethatwillgetyouMitigate----ImplementcontrolsTransfer----ShareriskwithpartnersortransfertoinsurancecoverageAccept----FormallyacknowledgethattheriskexistsandmonitoritThemostdamagingriskarethosethatarenotwellunderstoodITRiskManagementTheriskawFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITResourceManagementAgoodcraftsmanisrecognizedbythequalityofhistoolsOneofthekeystosuccessfulITperformanceistheuseandallocationofITresources(people,applications,technology,facilities,data)inservicingtheneedsoftheenterpriseTheresponsibilitieswithrespecttoITsystemsandservicesprocurementareunderstoodandappliedAppropriatemethodsandadequateskillsexisttomanageandsupportITprojectsandsystemsImprovedworkforceplanningandinvestmentexisttoensurerecruitmentandretentionofskilledITstaffITeducation,traininganddevelopmentneedsarefullyidentifiedandaddressedforallstaffAppropriatefacilitiesareprovidedandtimeisavailableforstafftodeveloptheskillstheyneedITResourceManagementAgoodcFocusAreasofITGovernanceStrategicalignmentValuedeliveryRiskmanagementResourcemanagementPerformancemeasurementFocusAreasofITGovernanceSITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingThemeansofvaluecreationshiftedfromtangibletointangibleassetsininformation-basedglobaleconomyBSCtranslatesstrategyintoactiontoachievegoalswithaperformancemeasurementsystemgoingbeyondthetraditionalwayITPerformanceMeasurementInIITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingFinancialperspective

TosatisfyourstakeholderswhatfinancialobjectivemustweaccomplishCustomerperspective

ToachieveourfinancialobjectiveswhatcustomersneedsmustweserveInternalprocessperspectiveTosatisfyourcustomersandstakeholdersinwhichinternalbusinessprocessesmustweexcelLearningperspectiveToachieveourgoalshowmustourorganizationlearnandinnovateITPerformanceMeasurementInIITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingITdoesmorethanprovideinformationtoobtainaglobalpicture,alsoenablesandsustainssolutionsfortheactualgoalssetinthebusinessscorecardERP/SCMCRMKMOAITPerformanceMeasurementInIITPerformanceMeasurementInITifyouareplayingthegame,notkeepingscore,youareonlypracticingITBSCisone

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