Information technology governance

Information technology governance became one of the most important topics over the last several years. Its popularity has increased as a result of managerial activity in the field of IT investments’ efficient governance, high security requirements for contemporary business networks, HR management and recruiting, delivery risks and integration of IT and business solutions’ complexity. There is a clear motivation for management to be focusing on IT governance issues as a part of organizational processes.

It is a required condition for successful delivery and implementation of IT values in organization, as well it is an additional mechanism for efficient interaction between IT governance models and business values of delivered solutions, and services.

It is a strategic condition, which is highly demanded today. Introduction Nowadays, when IT systems have gained the highest score of influence on overall operational success throughout organizations at various levels, the establishing of efficient IT governance, it’s monitoring and implementation became the key important tasks for IT Managers’ and Directors’ Board.

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Current situation is characterized by organizations’ high dependency on Chief Informational Officers (CIO), and the information they are able to provide. The problem is that there is an existing miscommunication between two executive powers – CIO and organizational leaders, representing business and IT governance processes. Current research is aimed with development of idea how to bridge the gap between informational strategy and business functions, using such popular IT Governance frameworks as COBIT and Henderson’s Alignment model. Literature Review

Business Developers’ Board is directly related to strategic governance processes, however their roles are less technical – they are engaged in protection of shareholders’ interests (Moodie, 2000).

The next stage of Board’s responsibility is focused on the quality and control over the information, which is performed thru regular reporting to shareholders. There is a particular hierarchical structure, working in major number of organizations, where the Board of Directors is responsible for strategic governance of the company and the executive management of the tasks.

Then, the executive managers coordinate the operations of company’s departments, divisions and subdivisions (McGinnis, 2004). Business Developers’ Board carries the additional responsibility on the top level for business risks, strategic planning and internal collaboration processes across an organization (Trites, 2003). As a correspondence on business side of organizational responsibilities, I would like suggest IT governance as a key assistant for information relevancy produced by IT systems, employed by organization (Broadbent, 2003).

It is one of the main risk managing features in organizational mechanism (Nolan, McFarlane, 2005). One of the common mistakes made by boards of directors across the organizations with different staff and different levels of income and income volumes is relied to delegation of responsibility for effective IT governance in organization. The mistake is in avoiding direct monitoring of IT governance. Very often the Board relies on third party delivered information instead of creating the specified IT governance monitoring division, which is able to cope with the situation and control it (DeZoort, 2002).