Information technology has played a crucial role for WestJet Airlines. However, as the IT organization grew in the business, it was necessary for WestJet to keep up with the change so the executive team made a decision to hire a chief information officer, Cheryl Smith, who could keep WestJet’s IT systems up to the required standard (Marrone, 2015). To achieve this, “IT governance must be implemented to sustain and enable business objectives and to mitigate associated risks” (Devos et al., 2012, p.4). Therefore Smiths’ plan to transform IT focused on the five key areas of IT governance.
Making investment into IT requires precise valuation of the available resources and consideration of the potential risk associated with the success or failure of that specific project. IT involves both machines (which can be both hardware and software) and manpower in order to run those machines. In order to operate and implement the IT strategies the organization requires highly skilled
upgrade its IT infrastructure to ensure it is capable of handling the requirements of the
IT Organizational Restructure is necessary for the current IT department to be developed into a CIO organization. Outlining a new framework and identifying roles and responsibilities will help to shape an effective organization to be in a better situation to support the company’s goals. It will also better align the current and future IT investments and
Information Technology (IT) is a foundation for conducting business today. It plays a critical role in increasing productivity of firms and entire nation. It is proven that firms who invested in IT have experienced continued growth in productivity and efficiency. Many companies' survival and even existence without use of IT is unimaginable. IT has become the largest component of capital investment for companies in the United States and many other countries.
What do you believe would be the optimal governance structure for the IS function at ModMeters? Why?
IT monarchy is fitting governance for the decisions like aligning security procedures to IS architecture specifications, where corporate IT (Individuals or groups of IT executives. ) takes the title role and is responsible for specifying the configuration, consistency in protection & achieving competency among the components according to the need of the organization (Saunders, 2013). University of the Southeast did followed the IT Monarchy archetype by making Information Technologies and Resources (IT&R ) responsible for taking decisions regarding IT architecture & security Infrastructure by providing computer services, telecommunications, multimedia support across the campus (Saunders, 2013). The decision making power were entirely in the hands of IT&R. If IR&R had tried to provide the faculty with the decision making right of having control on archiving their own emails or choosing their preferred e-mail address or changing their email address printed in the university directory
IT governance is not only about IT. Do not make the mistake of believing that IT governance fits inside the walls of the IT organization;
Outsourcing is the lifeblood of IT. The prevailing theory is that outsourcing saves companies money and enables them to engage a broader pool of IT skills and talent than they could in-house.
Copyright 2009 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 1 of The Adventures of an IT Leader, copyright 2009 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the
When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.
This paper details a project that transitioned the responsibility from an outsourced IT service delivery model to an insourced delivery model within a Military Department (MilDep). The purpose is to understand why the goals of the insource service are not being met and more tactically, why IT governance is not working.
Currently their information system (IS) is not fully centralized and this is causing a lot of problem in their expansion and cross-company
Additional, here are a series of themes that explain most of the pressures for OSI to outsource. First of all, managers' concerns about cost and quality drive outsourcing. The same issues such as getting existing services for a reduced price at acceptable quality standard came up repeatedly. Second, failure to meet service standards can force management to find other ways of achieving reliability. Finding a company in which cumulative IT management neglect eventually culminated in an out-of-control situation from which the current IT
The wrong IT can lock you into yesterday's practices, in effect 'fossilizing' your business. Many companies outsource in order to open up their IT to new levels of flexibility and adaptiveness. At Cap Gemini Ernst & Young, our global experience spanning all significant technologies and all business sectors empowers us to match your IT support to your ongoing business needs, however far and fast they might evolve.