“IT Governance: Supply & Demand” is a report based on a Web Forum presented by Allen Greathouse, Director of Corporate IS Governance, Architecture, and Policy at Harris Corporation. It looks at the keys to success in achieving your governance goals, such as understanding your environment and strong PMO discipline. Potential pitfalls are examined, like poor resource management and strategic alignment. Readers will learn about the difference between “doing things right” (Supply) versus “doing the right thing” (Demand). Find out how those two elements play a pivotal role in your organization’s IT Governance.
This report excerpt describes a couple of the different keys to achieving your organization’s governance goals:
“The first key is having that close alignment with business strategy and understanding the role of IT in its achievement. Obviously every company is different but you need to have some type of organization where you get executive alignment. Harris Corporation achieves that by having division IT leads essentially sit in the business. Without their existence someone in IT would be assigned and responsible for a business entity in an executive relationship. They are very close to the day-to-day activities and responsible for the IT component of that business unit or segment. Those leads help tie in those business objectives with the IT objectives. That gives you someone in the business that understands what is taking place. As a result, when trying to sell an IT project or gain executive sponsorship to meet business objectives, you do not have to worry about coming in cold to those business entities.
A keen understanding of the decision making process in your company is essential. In some companies there is one person that makes the decisions in certain areas. For instance, when Steve Jobs was at Apple, when dealing with a design component he was personally involved in that process. You really have to understand before you can document how governance works. Who makes the decisions? The Harris model for governance probably fits best into what is called a federated or federal model. Scorecards and metrics are a critical part of the supply side for governance, or “doing things right.” These will enable you to conduct industry comparisons. Executives want to know where the money is being spent and how that compares to your particular industry…”
IMF members can download the full report on IT Governance: Supply & Demand here.