2. 1 Patricia Alafaireet, PhD

3.  After completing this section of the course, students will be able to Understand the role and value of committed organizational leadership for IT projects Organize a project team that is balanced with representation from appropriate functional areas Design a basic governance structure 2

4.  Is a group of individuals working towards a specific goal  Has a set of goals, deliverables and a schedule  Has a shared level of responsibility and commitment [1] 3

5.  Working towards deliverables by completing tasks  Communicating and reporting effectively  Producing a quality product that is timely and on budget  Benchmarking own performance against project goals and objectives  Indentifying and communicating possible and actual risks [1] 4

6.  Clear understanding of project objectives and vision  Clear expectations of the roles and responsibilities of teams members  A focus on obtaining results  A high level of trust of other team members  A high level of collaboration and cooperation with other team members [1,2] 5

7.  Forming  Storming  Norming  Performing [1] 6

8.  Members getting to know one another  Identification of roles and responsibilities  Better understanding of the project scope  Relies on project manger for direction [1] 7

9.  Begin work towards goals  Differences in individual understanding lead to frustration and tension  Further definition of roles and responsibilities  Still rely on project manager for support and direction[1] 8

10.  Diminished conflict  More established relationships  Less reliance on the project manager  Increased trust  Increased team atmosphere [1] 9

11.  Team works as a group  Focus is on reaching project goals  Open communications  Team is empowered  Project manager can be less directive [1] 10

12.  Team building activities  Team contracts 11

13.  Team name, and mission statement  Team roles and responsibilities  Ground rules for decision making, conflict resolution and communication  Guidelines for meetings  Meeting procedures  Actions to be taken if misconduct occurs [1] 12

14.  Is inevitable  Should be handled quickly and effectively by project manager  Is not always bad  May not mean team is dysfunctional  May spur creativity [1] 13

15.  Focus on the problem, not the person  Focus on what can be accomplished  Encouragement of honest dialogue  Acceptance for individual ownership of problem  Effective listening  Respect for other’s view [1] 14

16.  Framework for decision-making and accountability  Critical IT related decisions  Governance mechanisms  Determination of governance level  Balance between central and local control  Engagement of stakeholders [3] 15

17.  Principles for digitization  Enterprise architecture  Infrastructure strategies  Business application needs  Investment and prioritization [3] 16

18.  High Level statements about how IT is to be used  Driven by business principles and operating model [3] 17

19.  Organizing logic for data, applications, and infrastructure  Captured in polices, relationships and technical choices  Is focused on achieving desired business and technical standardization and integration [3] 18

20.  Strategies for shared technical and HR capabilities  Shared capabilities delivered as reliable services across the organization [3] 19

21.  Specify needs for applications to be purchased externally  Specifies needs for internally developed applications [3] 20

22.  Decisions about how much and where to invest in IT  Project approvals  Justifications for exception to any policy or decision making process [3] 21

23.  Committees, including selective membership on committees  Project management  Use of business cases  Architecture exception process [3] 22

24.  Determination of what information should be shared at any level or sector of the organization  Development of governance mechanisms at each of the levels or sectors [3] 23

25.  Centralized control is desirable for any IT cost focused decision making  Localized control of IT decision making supports creativity and innovation in the use of IT [3]  Need to develop a governed structure that balances cost control with innovation 24

26.  Efficient operations through maximization of IT sharing and reuse  Synergies across units and sectors through back office processing  Layered and shared IT services  Low unit costs for IT and use of shared services [3] 25

27.  Joint decision making process by central IT dept. and by the business units  Presence of business manager and IT manager relationships  Use of operations process teams that include IT representation  Use of service level agreements and a chargeback strategy for IT use  Use of a IT leadership decision making entity [3] 26

28.  Minimum groups required for effective IT governance include:  Senior management  IT leadership team  Business/IT relationship managers  Entity that tracks the business value of IT  Managers of IT projects and services [3] 27

29.  Every successful implementation requires a well functioning project team  Basic governance strategies are essential if the organization is to maximize its use of IT. 28

30. 1. Bailey,K.D. (2003) IT Project Teams. Course Topic for Online IST 302-project teams. Penn State University. Retrieved on June 21,2012 from http://www.personal.psu.edu/~users/k/d/kdb163/eportfolio/downloads/ist302_teaming_topic.pdfhttp://www.personal.psu.edu/~users/k/d/kdb163/eportfolio/downloads/ist302_teaming_topic.pdf 2. Gido, J. & Clements, J.P. (1999) Successful Project Management. South-Western College Publishing Cincinnati, Oh 3. MIT Sloan Center for Information Systems. Introduction to IT Governance. Retrieved on June 21,2012 from http://cisr.mit.edu/research/research-overview/classic-topics/it-governance/ http://cisr.mit.edu/research/research-overview/classic-topics/it-governance/ 29