IT Best PracticesIT Governance

To Prove IT Governance’s Value, Define What It Is First

Most people are generally familiar with the concept of quantum physics, but they would be hard-pressed to describe it in any detail to someone else. Sometimes the same can be said of IT governance. So in an article for, Kim Lindros talks with Paul Calatayud, CTO of FireMon, to define what IT governance is and outlines all the essential need-to-knows.

The Foundation for Better IT

In the first place, this is how Calatayud describes IT governance generally:

Essentially, IT governance provides a structure for aligning IT strategy with business strategy. By following a formal framework, organizations can produce measurable results toward achieving their strategies and goals. A formal program also takes stakeholders’ interests into account, as well as the needs of staff and the processes they follow. In the big picture, IT governance is an integral part of overall enterprise governance.

So what governance does is provide guided structure and—increasingly importantly—security. Procedures must be carefully crafted in order to properly handle the wealth of sensitive data that organizations maintain. Any organization that grows past a certain size should develop a robust IT governance program.

As for which frameworks to use, the options are numerous. ITIL will always be one of the most popular, and many businesses employ at least some of its practices. ITIL consists of best practices for the service lifecycle, including service strategy, design, transition, operation, and continual service improvement. There is also COBIT, another dense framework featuring “globally accepted practices, analytical tools, and models.” Then there is CMMI, which measures organizational performance, quality, and profitability maturity on a five-point scale.

Calatayud associates COBIT with risk management and ITIL with streamlining operations, but there is nothing stopping you from combining the two; several of these frameworks actually complement each other. CMMI has varied applications as well. But whatever you decide to implement, you should remember that success will depend in large part on executive buy-in. Any program demands strong sponsorship, and a program this important will demand sustained top-level support.

You can view the original article here:

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