By Jaap Bloem
This ebook discusses a trouble universal to many corporation's IT departments - the stress among top-down governance directives and the problem to get every thing competently performing on a bottom-up foundation. Making IT governance paintings doesn't easily suggest adherence to an ABC of (a) going extra deeply into ideas, (b) enforcing a framework, and (c) registering strong effects. nor is this publication a advisor to frameworks and compliance. Its objective is to explain a whole repertoire of assets which may help in arriving at higher IT governance. between those assets are CobiT, bottom-up governance rules reminiscent of disbursed management represent one other, and portfolio management.This publication presents a pragmatic governance of data and IT in businesses. The authors' view is that "new know-how" can in basic terms in attaining its optimal impression while it really is effectively controlled. cash and behaviour are key elements: the money that details and IT needs to generate and the job and range of individuals within the association from best to backside. This publication: * provides a transparent view at the dating of company governance and IT governance. * offers fresh Sarbanes-Oxley historical past and the compliance results for companies. * bargains in-depth perception into IT portfolio administration. * presents an outline of assorted IT governance evaluations from such teams as Gartner, Forrester, and IT Governance Institute.
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Extra info for Making IT Governance Work in a Sarbanes-Oxley World
Example text
The idea of corporate governance stands for a coherent and cohesive whole comprising organizational management, its supervision and accountability for policy, and its management. Although corporate governance is a complex notion, at its most simplistic level it involves good or sound management. First, corporate governance is specifically concerned with accountability to shareholders, the owners of the business, and the avoidance of self-interested activity by management. The notion of corporate governance has been extended to include responsibility to the various stakeholders in a business.
Expectations were exaggerated and complexity too little understood. To make matters worse, some boards of directors, bankers, and accountants played fast and loose with the rules in the reckless belief that enormous profits lay just around the corner. The idea was that creative accounting was required to keep the voyage to innovation on course. We now know that this was a disastrous miscalculation. When the Internet recession was at an end, the real homework was still to be done. We have now begun to do this work by developing finely honed practices of corporate governance—placing controls on the salaries paid senior executives, improving standards of reporting 18 MANAGEMENT: GOVERNANCE AND ITS HUMAN DIMENSION (particularly as a result of the Sarbanes-Oxley Act), and establishing full-cycle business governance of IT.
EIGHT CHALLENGES PLUS THE MILLENNIUM PROBLEM Over and over again, we have seen that it is difficult to pinpoint the operations and results of IT. It appears that we crave progress while simultaneously underestimating the challenges we face—perhaps we are setting our expectations too high. Once again, we need to give the issue its proper dimension: our own human dimension. All our misconceptions reveal how poorly we are able to give IT its appropriate dimension. However, we first must fail before we learn our lesson.