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Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.
IT governance is becoming big business to consulting organizations and software solution providers. As in most emerging IT disciplines and innovations, IT governance is undergoing a phase the turns clarity to mud as everyone jumps on the IT governance bandwagon with their own frameworks, approaches and definitions. What is odd about this trend in the governance space is that governance was born of standards and a well established “Joint Framework” comprised of CoBiT, ISO17799 and ITIL.
Before exploring the various IT Governance Frameworks (ITGF) that are emerging, it may be helpful to look first at some basics. First consider the following simple description of what IT governance is all about (from www.techrepublic.com):
“IT governance at its most basic is the process of making decisions about IT. By this simple definition, every organization has some form of IT governance. Good IT governance ensures that IT investments are optimized, aligned with business strategy, and delivering value within acceptable risk boundaries--taking into account culture, organizational structure, maturity, and strategy.”
What is important to remember when evaluation which framework is best for your organization are the basic concepts set forth in Sarbanes-Oxley related to IT governance maturity:
Notice that the model focuses on optimization--not maximization--as the …
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