Pedoman Implementasi Tata Kelola TI Perusahaan SI702 Tata Kelola Sistem Informasi Pertemuan #14

Tujuan dan Sasaran Mahasiswa/i mampu menjelaskan pedoman implementasi tata kelola TI di perusahaan

Topik Bahasan Tahap persiapan Pengukuran dan pengelolaan proses tata kelola TI perusahaan

There is no real ‘‘silver bullet’’ (the ideal way) for implementing and maintaining effective Enterprise Governance of IT within an organization Having developed a high-level Enterprise Governance of IT model does not imply that governance is actually working in the organization Conceiving the governance model is the first step, implementing it intothe organization is the next challenging step An important challenge is, how do you get started?

Tahap persiapan

It became clear in previous chapters that Enterprise Governance of IT is a very broad concept and that each organization requires a specific approach applicable to its individual context The question is, where and how to start?

To address the latter question, a key minimum baseline composed of seven practices that can be regarded as the necessary framework to implement Enterprise Governance of IT: IT steering committee IT project steering committee Portfolio management IT budget control and reporting CIO reporting to the CEO/COO IT leadership Project governance/management methodologies

Based on the experiences from the case and qualitative research reported in this book, the following high-level 10- step implementation roadmap for Enterprise Governance of IT is suggested: Obtain ownership/sponsorship at senior management/executive level Create awareness and involvement for the Enterprise Governance of IT initiative by business and IT senior and operational management Launch the Enterprise Governance of IT project, provide a formal project organization including project manager Assess the as-is situation (what is already in place?) Define to-be situation, i.e., what will the ideal Enterprise Governance of IT state look like?

Quickstart the Enterprise Governance of IT project with the seven necessary governance practices (highly effective, easy to implement) Focus on relational mechanisms during initial phases to manage resistance Improve the Enterprise Governance of IT framework to create a necessary and sufficient IT governance framework Shift focus from relational mechanisms to improvement of the structures and processes once the Enterprise Governance of IT framework gets embedded into the organization In parallel, introduce a performance management system (balanced scorecard) to continuously monitor and improve the effectiveness of the Enterprise Governance of IT framework (see next section)

Pengukuran dan pengelolaan proses tata kelola TI perusahaan

Today many organizations are in the process of implementing a combination of Enterprise Governance of IT structures, processes and relational mechanisms An important aspect of the Enterprise Governance of IT implementation process is the measuring and evaluation part For this purpose, a balanced scorecard (BSC) can be developed as a performance measurement system for the Enterprise Governance of IT process as a whole, enabling strategies for further improvement

Building an Enterprise Governance of IT Balanced Scorecard

Metrics for an Enterprise Governance of IT Balanced Scorecard

Penutup

With an Enterprise Governance of IT balanced scorecard, organizations can empower their board, CEO, CIO, executive management and the business and IT participants by providing them the necessary information to evaluate the Enterprise Governance of IT success and act upon it to achieve a better alignment between business and IT and consequently reach better results

In this sense, the Enterprise Governance of IT scorecard can play an important role in an overall program that should be in place to enhance corporate governance Currently, many organizations are introducing and implementing Enterprise Governance of IT processes Using this proposed generic Enterprise Governance of IT BSC may help them to realize a successful implementation

Study Questions Explain the four perspectives of the Enterprise Governance of IT BSC: corporate contribution, stakeholders, operational excellence and future orientation

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