Governance Vs. Success: Models And Metrics
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Any type of governance boils down to, "Who runs things, and how?"
It sounds simple, and in fact, it's deceptively so. Any undertaking as complex as achieving effective governance must be guided by principles of simplification and organization.
We took our own advice in researching this report.To keep a good level of detail while launching a 50,000-foot flyover of what trends are significant to IT governance as we head toward the next decade, we surveyed 443 business technology professionals in several broad categories to determine how they run things on behalf of their organizations.
We started with the basics, including where IT reports and its responsibilities to the business.To collect data on more sophisticated governance practices, we asked our respondents to share how they define success, and, in a world where there's more work than IT can possibly execute on, how they prioritize and schedule projects and handle higher-than-normal work volumes.
Because most IT organizations, out of necessity, selectively outsource work, we also collected data on how respondents ensure their providers don't take the money and run. And, to once and for all respond to the IT manager's eternal lament, "If only I had more money/time/headcount, I could …" we collected data on levels of IT resourcing for all our subject organizations.
Do some comparisons with peers. We think the results will surprise you. Ready? You're cleared for takeoff.
We took our own advice in researching this report.To keep a good level of detail while launching a 50,000-foot flyover of what trends are significant to IT governance as we head toward the next decade, we surveyed 443 business technology professionals in several broad categories to determine how they run things on behalf of their organizations.
We started with the basics, including where IT reports and its responsibilities to the business.To collect data on more sophisticated governance practices, we asked our respondents to share how they define success, and, in a world where there's more work than IT can possibly execute on, how they prioritize and schedule projects and handle higher-than-normal work volumes.
Because most IT organizations, out of necessity, selectively outsource work, we also collected data on how respondents ensure their providers don't take the money and run. And, to once and for all respond to the IT manager's eternal lament, "If only I had more money/time/headcount, I could …" we collected data on levels of IT resourcing for all our subject organizations.
Do some comparisons with peers. We think the results will surprise you. Ready? You're cleared for takeoff.
Table of Contents
- Author's Bio
- Executive Summary
- Research Synopsis
- Governing Governance
- Leading Governance
- Impact Assessment
- CIOs Ubiquitous
- Monkeys On Our Backs
- Governing Work Commitments
- What Do You Expect?
- Balancing Resources With Needs
- Regulatory Matters
- Appendix
About the Author
Jonathan has written, consulted, and taught extensively on high performance IT security and reliability topics, notably as coauthor of "Maximum Security" and author of "Teach Yourself Network Troubleshooting." His popular books have been translated into many languages for international audiences. As an award winning Network Computing and InformationWeek contributor, he has written on open source, business analysis, and IT governance.
A speaker at many regional and national venues, including financial and health care IT seminars, PC Expo, CNet Radio, NetSeminar, The Institute of Internal Auditors, and the United States Army, Jonathan also has served the community on governing boards, most recently on the IT Infrastructure Management Association strategic advisory board and the GMIS International advisory council.
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