Extending Traditional IT-Governance Knowledge Towards SOA and Cloud Governance

Extending Traditional IT-Governance Knowledge Towards SOA and Cloud Governance

Vladimir Stantchev (FOM Hochschule fuer Oekonomie und Management, Germany) and Lubomira Stantcheva (Asperado GmbH, Germany)
Copyright: © 2012 |Pages: 14
DOI: 10.4018/jksr.2012040103
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Abstract

Enterprises today often strive to keep up with the paces of technological development. A particular case in point is the IT function where traditional governance approaches are often questioned by technology trends. Examples for such trends in the last ten years are the service-oriented architecture (SOA) and cloud computing. The introduction of SOA in the enterprise was one of the key enablers for cloud computing. Therefore, it can serve as a natural fit for bringing traditional IT governance approaches forward to the challenges of cloud governance. This article presents an approach for extending IT governance mindsets to the areas of SOA and cloud governance. It allows an IT organisation the adaptation and the continuous usage of already established governance knowledge and models during the adoption of cloud computing solutions. The authors also present an application case study where they demonstrate the feasibility of the approach in real-life scenarios in the context of an international telecommunication provider.
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2. Preliminaries

In this section we introduce briefly common frameworks for IT governance and provide the terminology that we need throughout the work.

2.1. IT Governance Frameworks

IT governance frameworks aim to define standardized processes and control metrics for IT provision. Commonly applied frameworks in this area include the IT Infrastructure Library (ITIL) (Van Bon, 2009) and the Control Objectives for Information and Related Technology (COBIT) (Lainhart, 2000). They typically provide best practices for measurement and control of IT-Specific indicators. These indicators can be generally divided into two groups key performance indicators (KPIs) and key goal indicators (KGIs). KPIs measure how well a process is performing and are expressed in precisely measurable terms. KGIs represent a description of the outcome of the process, often have a customer and financial focus and can be typically measured after the fact has occurred (Van Grembergen, 2003). While KGIs specify what should be achieved KPIs specify how it should be achieved.

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