Abstract
The goals of every organization are unique. As a result, it is difficult to find a single information technology (IT) governance framework that will embrace the functions of every organization. This is attributed to the primary reason why organizations tend to select various (multiple) IT governance frameworks, for your processes and activities. However, many organizations later realized that some of the frameworks are very similar (duplications), and others are inappropriate. This evidently and inevitably causes complexities, and negatively impacts return on investment in organizations. This highlights the need for an architectural framework that guides the selection and implementation of an appropriate framework, as presented and discussed in this chapter. The qualitative, case study, and interpretive methods and approaches were followed in conducting this research, which was to develop an architectural framework for the implementation of IT governance in the organizations. A South African organization was used as a case, focusing on the IT division. The data collection method presented in this research was semi-structured interviews. Through a framework, the chapter presents and discusses the fundamental factors that influence the selection and implementation of IT governance in organizations. The factors include organizational needs, managing, assessment, and innovation. These factors are influenced and interact with other tenets, which include adherence, competitiveness and sustainability, training and education, governance and compliance.
TopBackground: It Governance And Architecture
Some organisations view both IT governance and architecture from two different perspectives, in implementation and operationalisation. The main and most commonly adopted IT governance frameworks include COBIT, ITIL, ISO/IEC 17799/27002 and TOGAF (Simonsson & Johnson, 2006; Niemann, Eckert, Repp & Steinmetz, 2008). Enterprise architecture (EA) is the focal point, though some organisations do sometimes focus on one or two domains of EA.
Mårten, Lagerström and Johnson (2008) asserted that the aim of IT governance is to support IT’s function as a business enabler in order to realise the internal effectiveness in an organisation. IT governance enables and improves IT and business strategies gain alignment, including management of risks. Brown (2006) argued that IT governance governs the crafting and execution of the IT strategy, and also help to aligns both IT and business strategies.
The IT Governance Institute (2007) defined IT governance as the “responsibility of executives and the board of directors, and consists of the leadership, organisational structures and processes that ensure that the organisation’s IT sustains and extends its strategies and objectives”. Concurring, Ross, Weill and Robertson (2006) refer to IT governance as “the decision rights and accountability framework for encouraging desirable behaviour in the use of IT”. IT governance focuses on managing and employing IT to realise corporate performance objectives whilst reflecting the wider corporate governance principles.
Key Terms in this Chapter
RedLeaf Communications: A South African based organisation that was used in the study.
Enterprise Architecture: Systematic approach for governance of organisational artefacts.
IT Governance: Approach for control and management of IT artefacts.
ITIL: Information Technology Infrastructure Library, is a set of practices that focuses on IT services.
TOGAF: Open Group Architecture Forum’s.
Framework: Layered structure, which consist of social-technical factors.