Abstract: Despite the financial crisis and ongoing need for cost
cutting, companies all around the world heavily invest in Information
Systems (IS) and underlying Information Technology (IT).
Proliferation of governance of enterprise IT helps companies manage,
or rather, governs IS as a primary business function with executive
management involved in making decision about IS and IT. The
business value of IT is raising with the involvement of the executive
management in IT decision making process and quality IT
governance mechanisms in place. In this paper the practice of
governing the enterprise IT will be investigated on a sample of the
largest 100 Croatian companies. Research questions posed here will
reveal if there are some formal IT governance mechanisms, are there
any differences in perceived role of IS and IT between CIOs (Chief
Information Officers) and CEOs (Chief Executive Officers) of the
sampled companies and what are the mechanisms to govern massive
investment in enterprise IT.
Abstract: Nowadays, the successful implementation of ICTs is
vital for almost any kind of organization. Good governance and ICT
management are essential for delivering value, managing
technological risks, managing resources and performance
measurement. In addition, outsourcing is a strategic IT service
solution which complements IT services provided internally in
organizations. This paper proposes the measurement tools of a new
holistic maturity model based on standards ISO/IEC 20000 and
ISO/IEC 38500, and the frameworks and best practices of ITIL and
COBIT, with a specific focus on IT outsourcing. These measurement
tools allow independent validation and practical application in the
field of higher education, using a questionnaire, metrics tables, and
continuous improvement plan tables as part of the measurement
process. Guidelines and standards are proposed in the model for
facilitating adaptation to universities and achieving excellence in the
outsourcing of IT services.
Abstract: The fundamental issues in ICT Governance (ICTG)
implementation for Malaysian Public Sector (MPS) is how ICT be
applied to support improvements in productivity, management
effectiveness and the quality of services offered to its citizens. Our
main concern is to develop and adopt a common definition and
framework to illustrate how ICTG can be used to better align ICT
with government’s operations and strategic focus. In particular, we
want to identify and categorize factors that drive a successful ICTG
process. This paper presents the results of an exploratory study to
identify, validate and refine such Critical Success Factors (CSFs) and
confirmed seven CSFs and nineteen sub-factors as influential factors
that fit MPS after further validated and refined. The Delphi method
applied in validation and refining process before being endorsed as
appropriate for MPS. The identified CSFs reflect the focus areas that
need to be considered strategically to strengthen ICT Governance
implementation and ensure business success.
Abstract: Many IT projects come to failure because of having
technical approach, focusing on the final product and lack of proper
attention to strategic alignment. Project management models quite
often have technical management view [4], [8], [13], [14]. These
models focus greatly on the finalization of the project product and the
delivery of the product to the customer. However, many project
problems are due to lack of attention to the needs and capabilities of
the organizations or disregarding how to deploy and use the product
in the organization. In this regard, in the current research we are
trying to present a solution with the purpose of raising the value of
the project in an organization. This way, the project outputs will be
properly deployed in the organization. Therefore, a comprehensive
model is presented which takes into account the whole processes
from initial step of project definition to the deployment of the final
outputs in the organization and then the definition of all roles and
responsibilities to put the model into practice. Taking into account
the opinions of experts and project managers, to prove the
performance of the model, the project problems were recognized and
based on the model, categorized and analyzed. And at the end it is
made clear that ignoring the proper definition of the project and not
having a proper understanding of the expected value on the one hand
and not supervising the emerged value in the process of production
and installment are among the most important factors that bring a
project to failure.