New Directions for IT Governance in the Brazilian Government

New Directions for IT Governance in the Brazilian Government

Fabio Perez Marzullo (Federal University of Rio de Janeiro, Brazil) and Jano Moreira de Souza (Federal University of Rio de Janeiro, Brazil)
DOI: 10.4018/978-1-60960-162-1.ch020
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Abstract

This chapter presents an IT Governance Framework and a Competency Model that was developed to identify the intellectual capital and the strategic actions needed to implement an efficient IT Governance programme in Brazilian Government Offices. This work is driven by the premise that the human assets of an organization should adhere to a set of core competencies in order to prioritize and achieve business goals that, when seen from a government perspective are related to public resources management. IT Governance may help the organization to succeed in its business domain; consequently, through effective investment policies and strategic decisions on IT assets, the organization can come up with a business-IT alignment proposal, capable of enabling and achieving highly integrated business services.
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Motivations

We have reached a new era of competition. Organizations can no longer afford to delegate IT decisions to IT officers. What we see now is an increasing need for business integration and such integration can only be achieved through strategic business alignment with IT services. Also, the objective should be the creation of an organizational strategic ‘thinking’ which would be responsible for driving IT efforts towards the achievement of business goals (Marzullo, 2009).

At the same time, the organization should be aware that IT investments are to be controlled and prioritized as the word of order is to create value while relentlessly reducing costs. In fact, IT elements have become important business assets that not only contribute to achieving business goals but also revolutionize the organization as a whole. IT is an excellent innovation driver and, as such, should be properly used and controlled by the organization (Weill, 1998).

This vision is shared amongst non-profit organizations as well. Considering Government organizations, extreme care should be exercised when using public resources to sponsor public programmes. Challenges faced by Government strategists resemble those of private organizations: costs must be minimal and results maximized. However, it is even more complicated as they are dealing with public resources, and therefore controlling mechanisms should be applied as fiercely as possible.

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