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IT Governance


Corporations are realizing the significant impact that information technology (IT) can have on the success of the enterprise.  Management hopes for an improved understanding of the way IT is operated and the ability to leverage it successfully for a competitive advantage. In particular, top management needs to know if its IT management is answering these questions:

  • Can it achieve its objectives?

  • Is it Resilient enough to learn and adapt?

  • Is it able to manage the risks it faces?

  • It is able to recognize opportunities and act upon them?

Successful enterprises understand the risks and exploit the benefits of IT, and find ways to deal with:

  • Aligning IT goals with the business strategy

  • Cascading IT goals down into the enterprise

  • Providing organizational structures that facilitate the implementation of strategy and goals

  • Establishing good relationships and effective communications between the business and IT, and with external partners

  • Ensuring that an IT control framework be adopted and implemented

  • Measuring IT’s performance - which measures the business performance

Boards and executive management need to extend governance to IT and provide the leadership, organizational structures and processes that ensure that the enterprise’s IT sustains and extends the enterprise’s strategies and objectives. IT governance is not an isolated discipline. It is an integral part of overall enterprise governance.


More and more educated and cautious set of stakeholders is concerned about the sound management of its interests. This has led to the emergence of governance principles and standards for overall enterprise governance.  Furthermore, regulations establish board responsibilities and require that the board of directors exercise due diligence in its roles. 


Enterprise governance is a set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining whether or not the risks are managed appropriately and verifying that the enterprise’s resources are used responsibly.

While governance developments have primarily been driven by the need for the transparency of enterprise risks and the protection of shareholder value, the use of technology for almost every aspect of the business has created a critical dependency on IT that calls for a specific focus on IT governance.


IT is critical to managing the transactions, information and knowledge necessary to initiate and sustain economic and social value. In most enterprises, IT has become an integral part of the business and is fundamental to support, sustain and grow the business. Successful enterprises understand and manage the risks and constraints of IT. As a consequence, boards of directors understand the strategic importance of IT and have put IT governance firmly on their agenda.


The overall objective of IT governance, therefore, is to understand the business issues and the strategic importance of IT to the business, so that the IT can sustain its operations and implement the strategies required to business successful into the future. IT governance aims at ensuring that expectations for the business are met and business risks are mitigated .


The resultant benefits of IT Governance must be realized.  Boards and executive management expect their corporation's to deliver business value by providing services that are:

  • Faster

  • Secured

  • Higher in quality

  • Reduced in costs

  • Generating more return on investment

  • Moving from efficiency and productivity gains toward value creation

In many enterprises, expectations of IT and reality often do not match and corporation is faced with:

  • Business losses

  • Damage to its reputation and a weakened competitive position

  • Inability to obtain or measure a return from IT investments

  • Failure of IT initiatives to bring the innovation and benefits they promised

  • Technology that is inadequate or even obsolete

  • Inability to leverage available new technologies

  • Deadlines that are not met and budgets that are overrun

We have designed several facilitated executive sessions to help you implement IT Governance.  These sessions will show you how to apply standards and best practices to achieve IT governance.  The following is a list of topics that we cover:

  • SOX-COSO

  • HIPAA

  • Bill 198 OSC

  • COBIT

  • ITIL

  • PRINCE2 for Project Management

  • ISO 17799

  • Six Sigma

  • BS15000 and ISO 20000

  • Zachman Framework

  • Balanced Scorecard

  • ISO9000

 
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