This chapter presents a definition of governance and a discussion of the purpose of governance. Traditional governance models are described. The chapter explains the components of strategic governance models and methods, including the importance of linking governance to decision making. Finally, governance is considered in the context of the information management lifecycle.
TopGovernance is essential to managing information capital assets strategically. Governance is what makes the vision of the future, the near and the long-term methods come alive. Governance is what ensures that strategic management of assets is sustained over time. A good information capital asset governance process answers two critical questions – what is it that needs to be governed and how? A good framework builds understanding and adoption across the organization. It also supports the information culture. A good information capital asset governance framework
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Aligns with the business goals
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Leverages the vision of the future
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Reflects the way the business works
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Addresses tactics and projects at the capability level
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Is designed to address key decisions at each stage in the information life cycle
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Embodies and enhances the information culture of the organization
We are interested in ensuring that existing decision making processes take into consideration the strategic management of information assets. We also are interested in ensuring that any decisions about information management assets are made strategically. How do we design a governance system that accomplishes these two goals? The answer is a system that is triggered by organizational decision making and routine audits and reviews, a process that reviews issues against strategies, and one that produces and enforces decisions consistent with near and long term strategies. Let’s walk through the inputs, processes and outputs of a good governance framework. This model (Figure x) is a generic representation of all the components of a governance model. Every practical governance model is a variation of this generic form. As you read through the inputs, processes and outputs consider how they play out in your environment. For each of the three components, we highlight some of the most important issues.
Inputs can include routine actions that trigger normal management review processes, including budget proposals, software development proposals, project status reports, procurement decisions, process change proposals, technology upgrades or replacements, workforce development strategies – any business decision that has any kind of an impact on how the organization manages information capital assets. Inputs should also include any information that describes the health of information assets or the performance of information management methods, including annual audits of information assets, information security reports, search logs, information technology health or cost reports, proposals for changes to information management processes, proposals for introduction of new technologies or changes to business processes.
Figure 1.
Governance model: Inputs, processes, outputs