IS governance is a recent topic, regarding powers, decisions and behavior linked with the steering of IT/IS investments and information systems (IS). All over the world several large companies are working to design their own IS governance framework, with the aim to pursue a better alignment between IS and business strategy, improve IS performance and outcomes, and reduce IT risk. As a matter of fact, IS governance attempts to fulfil a dual purpose: contributing to present business operations and performance, and transforming and positioning IS to meet future business challenges. However, IS governance should not only be designed, but also executed, that is, “to put it into practice”. Therefore it is necessary to link IS governance dimensions with IT processes and activities, in order to be able to achieve the goals set by the IS governance approach. These activities should be able to make IS evolve from the “as-is” situation to the ”to-be” configuration, attempting to optimize both the value of IT/IS investments and IT service quality. Companies are facing with a lot of difficulties in implementing their own IS governance framework, because both it is a new field of IS management and it requires a complete redesign of IS organization and processes. This reorganization could be supported by international standards and best practices, such as COBIT and ITIL, but they are not ready-to-use and companies have to struggle to find the right balance between best practice proposed by these standards and their own IS governance framework. The paper proposes a new IS governance framework focused on the relations among IS governance, IT Service Management and IS Performance Management and links it with effective roadmap and activities to implement it in a specific business environment.

Translate IS governance framework into practice: The role of IT service management and IS performance evaluation

PEREGO, ANGELA
2010

Abstract

IS governance is a recent topic, regarding powers, decisions and behavior linked with the steering of IT/IS investments and information systems (IS). All over the world several large companies are working to design their own IS governance framework, with the aim to pursue a better alignment between IS and business strategy, improve IS performance and outcomes, and reduce IT risk. As a matter of fact, IS governance attempts to fulfil a dual purpose: contributing to present business operations and performance, and transforming and positioning IS to meet future business challenges. However, IS governance should not only be designed, but also executed, that is, “to put it into practice”. Therefore it is necessary to link IS governance dimensions with IT processes and activities, in order to be able to achieve the goals set by the IS governance approach. These activities should be able to make IS evolve from the “as-is” situation to the ”to-be” configuration, attempting to optimize both the value of IT/IS investments and IT service quality. Companies are facing with a lot of difficulties in implementing their own IS governance framework, because both it is a new field of IS management and it requires a complete redesign of IS organization and processes. This reorganization could be supported by international standards and best practices, such as COBIT and ITIL, but they are not ready-to-use and companies have to struggle to find the right balance between best practice proposed by these standards and their own IS governance framework. The paper proposes a new IS governance framework focused on the relations among IS governance, IT Service Management and IS Performance Management and links it with effective roadmap and activities to implement it in a specific business environment.
2010
Translate IS governance framework into practice: The role of IT service management and IS performance evaluation
R. P., Dameri; Perego, Angela
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11565/3838702
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