Information Technology Governance in Public Organizations: Identifying mechanisms that meet its goals while respecting principles

Abstract

The purpose of this article is to identify and validate a list of mechanisms that can meet the objectives and principles of IT Governance (ITG) in public organizations. These mechanisms can be useful to public organizations when implementing their ITG model. ITG mechanisms are a key part of an ITG model because high-level definitions (principles and objectives) are operationalized through them. This exploratory and descriptive cross-sectional research used qualitative and quantitative data. Data were collected in a literature review, structured interviews with ITG professionals and a survey with IT and Business Managers who belong to a network of managers, which is one of the main instances to discuss the ITG model. The results are a preliminary list of mechanisms identified through qualitative data and a final list of mechanisms validated through quantitative data. The focus is on public organizations because the necessity of an ITG model as a better means to govern the electronic services adoption in order to increase the public value to society.

Does Governance in Information Technology Matter When It Comes to Organizational Performance in Pakistani Public Sector Organizations? Mediating Effect of Innovation

“…Construct Items Source(s) DMS DMS1: IT steering committee at executive level or senior management level to evaluate priorities in IT investments. Wiedenhoft et al (2017) DMS2: IT project steering committee composed of both management and IT personnel to focus on prioritizing and managing IT projects. Tonelli et al (2017) DMS3: IT security steering committee composed of both management and IT personnel to focus on IT-related risks and security issues.…”

“…formal strategic planning process to define and update IT strategy in line with organizational objectives and priorities Wiedenhoft et al (2017). PROC2: A formal IT outsourcing management process for IT development projects, IT operations, or IT services Tonelli et al (2017).…”

Evaluasi Tata Kelola Teknologi Informasi (TI) pada Pengembangan Aplikasi dan Data Menggunakan Framework COBIT 5 dan ISO/IEC 38500:2008 (Studi Kasus)

“…Tata kelola teknologi informasi (TI) merupakan tanggung jawab dari dewan direksi dan manajemen eksekutif yang berupa kepemimpinan, stuktur organisasi dan kumpulan proses dalam menjamin teknologi informasi pada suatu instansi atau lembaga yang dapat mendukung tujuan dari instansi atau lembaga tersebut [7]. Tata kelola menjadi hal yang penting karena adanya perubahan peran TI yang mana manajemen level atas harus menangani perubahan peran efisien ke peran strategis, Banyaknya proyek TI yang gagal karena hanya ditangani oleh teknisi, keputusan TI yang bersifat ad hoc dan tidak terencana baik oleh dewan direksi, TI merupakan pendorong utama dalam transformasi bisnis bagi suatu organisasi dalam mencapai visi, misi dan tujuan, selain itu, suksesnya TI harus terukur melalui metriks tata kelola TI [8].…”

Trust of Information Technology Governance in High School Institution (HSI): A Conceptual Framework

“…Third, the structure mechanism variable determines the rights and responsibilities of IT business and management decisions related to different activities that involve the use of IT in an organization [25] The ITG conceptual mechanism has the function of providing a careful explanation of the principles, goals, and values of an ITG improving IT business/alignment [26]. Some authors state the need for companies to have ITG in implementing IT mechanisms [21], [27], [28]. The official ITG Institute (ITGI) explains ITG as a manager, a staff member, and the manner to confirm that organizational IT supports and expands its mission and goals [29].…”