DUFFY J., 2002, IT Governance and Business Value Part 2: who’s responsible for what?, IDC document # 27807
Board responsibility CEO responsibility CIO responsibility Executive
responsibility for IT/Business partnership
At a time when business and technology are entirely interdependent, the Board has
responsibility for confirming that the IT leaders and the IT department are delivering maximum value as defined
in the organization’s strategic plan. It is also in the Board’s purview to ensure that policy requires the plan to be validated on a regular basis and allows for it to be updated as required
It is the CEO’s
responsibility to ensure that business and IT strategies are fully harmonized and that the CIO is provided with a credible management context in which to execute against the plan. It is the CEO’s responsibility to ensure that the CIO is a key business player and a full partner in the executive decision-making process.
The CEO defines the CIO’s roles and responsibilities and supports him or her in responding to the
strategy in terms of IT requirements, to proactively
seek ways in which the IT value value creation, and in that context, the members have
the responsibility to ensure that the people appointed to key positions have the
appropriate skills and competencies and that performance measures and compensation plans are in the long-term interests of the company and its shareholders. The Board also has the responsibility to ensure
The CEO is responsible for ensuring a match between the skills needed by the
business and the types of individuals hired. The CEO is also responsible for ensuring that the CIO is given the support needed to hire and retain people with the best IT skills available.
The IT executive has responsibility for maintaining the credibility of the IT organization, ensuring that the positions and roles critical to Board must review the IT/business architecture and the standards and
The CEO is responsible for promoting the IT/business architecture and enlisting the support of other executives. It is
The CIO has
that it mitigates risks associated with
legislative and regulatory compliance, ethical use of information, and business continuity. The Board also has responsibility for full alignment with the business. The CEO ensures that the
IT/business architecture reflects the need for legislative and
regulatory compliance and the ethical use of information and
the ethical use of information and that with the Board. The Board is responsible for
overseeing the management of any arrangements with third parties, confirming that potential risks have been mitigated. It is the Board’s responsibility to guide the definition of operational excellence and to monitor the organization’s
progress
in achieving the goals that have been established and
mutually agreed upon, recommending corrective action as needed.
The CEO is responsible for the organization’s system of internal control and ensuring that clear accountability for risk management is embedded in the parties do not put the organization at risk. The CEO is responsible for implementing the policies and processes that underpin
operational excellence and ensuring that the appropriate resources are in place to facilitate execution.
It is the CIO’s responsibility to ensure that
measurable value is delivered on time and on budget. The CIO is initiative level. It is the CIO’s place to inform the CEO and the Board of identified risks. The CIO is responsible for providing liaison with any third parties, minimizing the risk of duplicate effort and that the organization is sufficiently adaptive to respond to changing demands. The Board is also responsible for ensuring that investment in the future is not sacrificed in order to
It is the CEO’s
responsibility to ensure that the organization is flexible and adaptive and that it is in the best position to capitalize on its information and knowledge to sense what is happening in the market.
The CIO is responsible for ensuring that IT and ITrelated processes are
focused on improving business value currently and in the future. The CIO is responsible for
maintain the status quo. monitoring emerging
The Board is responsible for ensuring that IT delivers on the promise of related strategies through clear expectations and measurement. The Board must work with the CEO to define and monitor performance measures. It is also the Board’s responsibility to ensure that IT investments represent a balance of risk
and benefit and that budgets are acceptable and reflect the overall organization’s financial direction.
The CEO is responsible for ensuring strong links between business
The CEO is responsible for integrating the IT budget and investment plan into the overall financial plan, ensuring that it is realistic, balanced, and achievable. The CEO is then responsible for reporting progress to the Board on a regular basis.
About UAMS
UAMS (University Antwerp Management School) has the ambition to be a “learning partner in management”, by offering a broad range of training programmes for future and current managers in the business world, in public services and social-profit organizations. The priorities cover optimal quality control, interactive teaching methods, an emphasis on research-based knowledge and best practice, an international orientation and a continuous adaptation of our programmes to the needs of the market.
About ITAG
The Information Technology Alignment and Governance (ITAG) Research Institute, was established in within UAMS to host applied research in the domains of IT Governance and business/IT alignment.
The research centre is an initiative of Prof. dr. Wim Van Grembergen and dr. Steven De Haes. Both have research and practical experience in the IT Governance and Strategic Alignment domains.
Recently, this team was reinforced by senior researcher Hilde Van Brempt.
Contact
UAMS - ITAG Research Institute Sint-Jacobsmarkt 9-13
B-2000 Antwerpen Belgium
www.uams.be/itag
Wim Van Grembergen, Ph.D.
is a professor at the Information Systems Management Department of the University of Antwerp and an executive professor at the University of Antwerp Management School. He is academic director of the Information Technology and Alignment (ITAG) Research Institute and has conducted research in the areas of IT governance, value management and performance management. Over the past years, he has been involved in research and development activities of several COBIT products. He can be contacted at [email protected].
Steven De Haes, Ph.D.
is responsible for the information systems management executive programs and research at the University of Antwerp Management School. He is managing director of the Information Technology and Alignment (ITAG) Research Institute and recently finalised a Ph.D. on IT governance and business/IT alignment. He has been involved in research and development activities of several COBIT products. He can be contacted at [email protected].