IS/IT Governance

Start Date: 07/05/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/is-it-governance

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About Course

Firms make significant investments in IT. In the IS/IT Governance course we will discuss how to govern IT to make sure that the IT investments contribute to organizational goals and strategies. Firms need to formally evaluate significant IT investments. IT investments are also risky, so firms need to consider the risk associated with the investments to appropriately evaluate the investment. We will discuss how to evaluate IT investments. Firms usually make multiple IT investments in a given year. In this course we will discuss how to evaluate a portfolio of IT investments. Firms need a mechanism to charge users for the IT investments made to encourage prudent consumption of IT resources. We will discuss different mechanisms for charging for IT that incents users to spend IT dollars wisely. Finally, IT investments are made to generate value for the firm. This requires that employees actually use the new IT systems that is developed. Thus, in the IS/IT Governance course we will discuss strategies to make sure that users use the new system so that the firm derives value from its IT investments.

Course Syllabus

Firms don’t derive value from IT investments, if users don’t adopt new IT systems. In this module we learn the different levers firms can use to increase the adoption of IT innovation. We will also learn how different IT systems may require different strategies for the implementation of IT systems.

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Course Introduction

IS/IT Governance: Structure and Systematic Control This course in IS/IT Governance brings you an “it-centric” look at governance in the digital age, where governments are increasingly dependent on digital technologies to execute their plans. IS/IT Governance aims to equip you with the knowledge and skills to assess and improve government IT systems and practices, and to design, implement and monitor IT programs and processes. IS/IT Governance is the continuation of IS/IT Governance: From Digital Insights to Strategic Management. It focuses on the role of governments, civil servants, and other decision-makers in the development and implementation of IT policies, programs, and processes. The course focuses on the interconnected and interdependent nature of government IT systems and processes, and examines the role of consultants in the planning, selection, and implementation of IT programs and processes. You’ll learn how to evaluate IT programs and policies, and specifically examine the role of IT in national security investigations, management, and control. You’ll also learn how to select and implement IT programs and policies, and to monitor IT programs and policies, and to evaluate the performance of IT systems and practices. In addition, you’ll learn to identify and assess problems and performance, and to suggest improvements to IT programs and policies, and to evaluate the impact of new technologies and IT investments. We’ll cover IT Governance sub-fields such as Data Governance, Quality Management, Quality Ass

Course Tag

Management IT Skills and Knowledge Finance and accounting skills and knowledge

Related Wiki Topic

Article Example
Business-IT alignment A commonly cited definition by IT Governance Institute is : "IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership and organisational structures and processes that ensure that the organisation’s IT sustains and extends the organization’s strategies and objectives".
Governance IT governance primarily deals with connections between business focus and IT management. The goal of clear governance is to assure the investment in IT generate business value and mitigate the risks that are associated with IT projects.
Technology governance Technology governance is a public policy concept; it is not to be confused with inner-corporate arrangements of organisation (corporate governance) and IT arrangements, sometimes called "Information Technology Governance".
SOA governance SOA governance is a concept used for activities related to exercising control over services in service-oriented architecture (SOA) solutions. One viewpoint, from IBM and others, is that SOA governance is an extension (subset) of IT governance which itself is an extension of corporate governance. The implicit assumption in this view is that services created as part of SOA solutions are just one more type of IT asset in need of governance, with the corollary that SOA governance does not apply to IT assets that are "not SOA". A contrasting viewpoint, expressed by blogger Dave Oliver and others, is that service orientation provides a broad organising principle for all aspects of IT in an organisation — including IT governance. Hence SOA governance is nothing but IT governance informed by SOA principles.
Governance Governance is a very general concept that can refer to all manner of entities. Equally, this generality means that governance is often defined more narrowly to refer to a particular 'level' of governance associated with a type of organization (including public governance, global governance, non-profit governance, corporate governance, and project governance), a particular 'field' of governance associated with a type of activity or outcome (including environmental governance, internet governance, and information technology governance), or a particular 'model' of governance, often derived as an empirical or normative theory (including regulatory governance, participatory governance, multilevel governance, metagovernance, and collaborative governance). Governance can be used not only to describe these diverse topics but also to define normative or practical agendas for them. Normative concepts of fair governance or good governance are common among political, public sector, voluntary, and private sector organizations.
Governance Land governance is concerned with issues of land ownership and tenure. It consists of the policies, processes and institutions by which decisions about the access to, use of and control over land are made, implemented and enforced; it is also about managing and reconciling competing claims on land. In developing countries, it is relevant as a tool to contribute to equitable and sustainable development, addressing the phenomenon that is known as ‘land grabbing’. The operational dimension of land governance is land administration.
Policy Governance Policy Governance begins with a definition of governance as "Seeing to it that the organization achieves what it should and avoids unacceptable situations." From this definition, board governance is at an arm's length from operations.
Policy Governance Authors of the Policy Governance model say it is a paradigm shift from the traditional practice of governance and that it provides a clear differentiation between governance and management responsibilities in organizations.
Governance There is constant feedback between land tenure problems and land governance. For instance, it has been argued that what is frequently called 'land grabbing', was partly made possible by the Washington Consensus-inspired liberalization of land markets in developing countries. Many land acquisition deals were perceived to have negative consequences, and this in turn led to initiatives to improve land governance in developing countries.
Robotic governance Robotic governance provides a regulatory framework to deal with autonomous and intelligent machines. This includes research and development activities as well as handling of these machines. The idea is related to the concepts of corporate governance, technology governance and IT-governance, which provide a framework for the management of organizations or the focus of a global IT infrastructure.
Information governance In 2014, John Wiley & Sons published the first textbook on information governance, "Information Governance: Concepts, Strategies, and Best Practices" by Robert Smallwood. Also in 2014, The Information Governance Conference, an annual conference on information governance best practices began and the Information Governance Model was launched at the inaugural event, it is now in use at over 1000 organizations worldwide.
Governance The Governance Analytical Framework (GAF) is a practical methodology for investigating governance processes, where various stakeholders interact and make decisions regarding collective issues, thus creating or reinforcing social norms and institutions. It is postulated that governance processes can be found in any society, and unlike other approaches, that these can be observed and analysed from a non-normative perspective. It proposes a methodology based on five main analytical units: problems, actors, norms, processes and "nodal points". These logically articulated analytical units make up a coherent methodology aimed at being used as a tool for empirical social policy research.
Good governance An additional source of good governance criticism is "The Intelligent Person's Guide to Good Governance", written by Surendra Munshi. Munshi's work was created in order to "revive" good governance. Many individuals tend to either wave away and be bored with the idea of governance, or not have a clue to what it has at all. This book is a generalized discussion on what the purpose of good governance is and how it serves that purpose throughout our society. Munshi targets the book toward anyone doing research or just simply "those concerned with the issue of governance".
Self-governance Generally when self-governance of nation-states is discussed, it is called national sovereignty – a concept important in international law.
Governance Regulatory governance reflects the emergence of decentered and mutually adaptive policy regimes which rests on regulation rather than service provision or taxing and spending. The term captures the tendency of policy regimes to deal with complexity with delegated system of rules. It is likely to appear in arenas and nations which are more complex, more global, more contested and more liberally democratic. The term builds upon and extends the terms of the regulatory state on the one hand and governance on the other. While the term regulatory state marginalize non-state actors (NGOs and Business) in the domestic and global level, the term governance marginalizes regulation as a constitutive instrument of governance. The term regulatory governance therefore allows us to understand governance beyond the state and governance via regulation.
Data governance Leaders of successful data governance programs declared in December 2006 at the Data Governance Conference in Orlando, Fl, that data governance is between 80 and 95 percent communication." That stated, it is a given that many of the objectives of a Data Governance program must be accomplished with appropriate tools. Many vendors are now positioning their products as Data Governance tools; due to the different focus areas of various data governance initiatives, any given tool may or may not be appropriate, in addition, many tools that are not marketed as governance tools address governance needs.
Corporate governance of information technology IT governance is often confused with IT management, compliance and IT controls. The problem is increased by terms such as "governance, risk and compliance (GRC)" that establish a link between governance and compliance. The primary focus of IT governance is the stewardship of IT resources on behalf of various stakeholders whose ranking is established by the organisation's governing body. A simple way to explain IT governance is: "what" is to be achieved from the leveraging of IT resources. While IT management is about "planning, organizing, directing and controlling the use of IT resources" (that is, the "how"), IT governance is about creating value for the stakeholders based on the direction given by those who govern. ISO 38500 has helped clarify IT governance by describing a model to be used by company directors.
Governance It is useful to note the distinction between the concepts of governance and politics. Politics involves processes by which a group of people (perhaps with divergent opinions or interests) reach collective decisions generally regarded as binding on the group, and enforced as common policy. Governance, on the other hand, conveys the administrative and process-oriented elements of governing rather than its antagonistic ones. Such an argument continues to assume the possibility of the traditional separation between "politics" and "administration". Contemporary governance practice and theory sometimes questions this distinction, premising that both "governance" and "politics" involve aspects of power and accountability.
Environmental governance Elliot argues that “the congested institutional terrain still provides more of an appearance than a reality of comprehensive global governance.” This meant that there are too many institutions within the global governance of the environment for it to be completely inclusive and coherent leaving it merely portraying the image of this to the global public. Global environmental governance is about more than simply expanding networks of institutions and decision makers. “It is a political practice which simultaneously reflects, constitutes and masks global relations of power and powerlessness.” State agendas exploit the use of global environmental governance to enhance their oven agendas or wishes even if this is at the detriment of the vital element behind global environmental governance which is the environment. Elliot states that global environmental governanceis neither normatively neutral nor materially benign.”
Small Charity Governance Once governance has been defined, it should be possible to assess it. However, because of the complexity involved it is tempting to choose one or two aspects of governance and assess them by taking a small number of features as a proxy for good governance. For practical reasons, it is common to look at just two aspects of governance (individual skills and structures); these are tangible, visible features of an organisation’s governance. Thus, it is possible to assess whether the trustees possess a particular range of skills and certain structures (such as a constitution) are in place.