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Nowadays IT has been preoccupied with a status of business in business, thus this is an integral part of every organization. Within the status it should be treated accordingly. Already a while ago CIO’s at various business niches realized that overall organization success is linked directly to successfully implemented and managed solutions in IT sphere. IT governance strategies became the key to success, valued business drivers, which are capable for generating new businesses for organization.

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Current paper is aimed with underlining the best practices for effective IT governance strategy implementations, along with brief analysis of their types and features. Summary In accordance with material published by IT Governance Institute, the effective IT governance is to be based on strategic alignment, considering linking to IT plans and various operations; IT Governance should be capable for adding the business value in accordance with the planned strategy of organization (Mane 10).

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Resource management is also a part of successful IT governance. This part is responsible for efficient managing valued IT resources including processes, applications and people. Risk management and performance measurement make the basis for transparency of effective risk management throughout all business domains adopted by particular organization. Analysis The lack of effective IT governance is to be identified by certain criteria, which include costs rise at the doubled effort spending.

The time and material resources required for local system maintenance are two times more expensive than the cost of maintaining the overall system servicing the company corporate needs. At the condition of IT governance issues the peripheral business units will start to run independently without following the guidance of central office in terms of projects and resources running. Such situation will cause the rise of employee turnover at low moral conditions along with bureaucracy and frequently changed business requirements (Pastore 1).

CIOs should really focus their attention on IT processes in order to bring the most optimal model into the company. Relying on universal best practices in the sphere there is a good point to stay flexible working out step by step with taking environmental issues and business demands into consideration; otherwise the standard strategies’ optimization might cost the sky rocket for business. The first framework basis for efficient IT Governance was developed in 1992.

After CobiT (Control Objectives for Information and Related Technology) appearance, it was followed by others, including ITIL, ISO17799, and CMM (Chiscowski, 2). While CobiT is focused on creating a balance in IT risks and returns, ITL is oriented on best practices cases and their usefulness for development and support of IT infrastructure and ISO17799 is aimed mainly with security issues. Due to these characteristics the integration is possible between CobiT and ITL frameworks. The combined framework is to be based on ITL ability to bring in a valued expertise and CobiT ability to control (Mane, 13). Conclusion

All the frameworks mentioned in present research paper are just tools and their efficiency depends on implementation within the overall organization infrastructure and corporate IT governance strategy. As the result the idea of using the pieces of frameworks corresponding to particular activity related to user’s business demand has started to become popular. The piecemeal practice helps to keep a healthy balance between corporate and departments’ needs (Peter, 1). Well balanced and managing leadership of organization is realistic at the condition of choosing the correct attitude to corporate IT governance program and it implementation.

Business, research, educational and clinical activities of the company always drive the additional IT investments, thus enterprise IT governance models become the key factor to influence on overall success of organizational activities. The last statement gives a right to underline that business success of modern organizations directly depends on their ability to execute the planned strategies accurately with low chances to step apart from designed paths and selected IT governance strategies. Works Cited:

1. Gingras, D. Its Time for New IT Governance Models. CIO Update 31 March 2006: p. 1 2. Pastore, R. Models for Global IT Governance. IT Drilldown 3 March 2008: p. 1. 3. Chiskowski, E. Models of IT Governance. Cover Focus Articles 9 April 2004: pp. 2-6. 4. Peter, B. IT Governance Models Need to Strike a Balance between Organizational and Departments’ Needs. Technology in Government 1 September 2003: p. 1. 5. Mane, S. IT Governance: The Ultimate IT Weapon. Patni White Paper 12 September 2005: pp. 2-13.

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Kylie Garcia

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