IT Governance: Reviewing 17 IT Governance Tools and Analysing the Case of Novozymes A/S

Larsen, Michael Holm; Pedersen, Mogens Kühn; Andersen, Kim Viborg

doi:10.1109/hicss.2006.234

Cited by 39 publications

(20 citation statements)

References 19 publications

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“…PRINCE2 is a highly structured and processbased PM methodology which was originally a de facto standard for United Kingdom IS projects. The methodology has since been standardised to be followed in managing all types of projects including non-IS projects (Huijbers et al, 2004;Larsen et al, 2006;Nogeste, 2005). The underlying principle in PRINCE2 is that a project should have an organised start, middle and end as well as visible controls for a project to succeed (Griffiths et al, 2000;Wideman, 2002).…”

Section: 1mentioning

confidence: 99%

Rethinking Information Systems Projects Using Actor‐Network Theory: A Case of Malawi

Mpazanje

Sewchurran

Brown

2013

E J Info Sys Dev Countries

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Organisations invest heavily in Information Systems (IS) projects in the hope of realising business benefits. Yet reports persist of IS projects that all too often fail. Efforts to rescue the situation have so far yielded unsatisfactory results. A number of calls have hence been made to rethink and deepen understanding of IS project management practice. The purpose of this study is to contribute towards this rethink by exploring and describing the as-lived experiences of stakeholders in IS projects. A case study approach was adopted wherein indepth analysis was carried out on an IS project executed in Malawi. Using a developing country such as Malawi as empirical source is novel, as much of the research on IS project management emanates from the developed world. Yet IS project failure is endemic in all contexts. Data was collected and analysed qualitatively using Actor-Network Theory (ANT) as the lens of enquiry. Key findings were that (1) starting up an IS project is neither simple nor straightforward; it is lengthy and winding; (2) project objectives need not be "cast in stone", as they may be subject to negotiations as key stakeholders are brought in; (3) project success is achieved only when stakeholder interests are strongly interwoven in the project need; (4) involving operational system end users was oddly not seen as critical in the case, and (5) the experience of the project manager will determine the extent to which formal methodologies are rigidly followed in the project. The use of an ANT lens provides for a deeper understanding of IS project processes and outcomes.

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Section: 1mentioning

confidence: 99%

Rethinking Information Systems Projects Using Actor‐Network Theory: A Case of Malawi

Mpazanje

Sewchurran

Brown

2013

E J Info Sys Dev Countries

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“…Though ITIL has traditionally provided little support for strategic IT concerns, this has been improved in recent ITIL v3 publications [23]. ITIL v3 will probably gain market share in the future, but currently the Control Objectives for Information and related Technology (COBIT) is most well-known known framework for IT governance improvement, risk mitigation, IT value delivery and strategic alignment maturity assessments [4][7] [9][25] [30] [32].…”

Section: Introductionmentioning

confidence: 99%

A Bayesian network for IT governance performance prediction

Simonsson

Lagerström

Johnson

2008

Proceedings of the 10th International Conference on Electronic Commerce

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The goal of IT governance is not only to achieve internal efficiency in an IT organization, but also to support IT's role as a business enabler. The latter is here denoted IT governance performance. IT management cannot control the IT governance performance directly. Instead, their realm of control includes several IT governance maturity indicators such as the existence of different IT activities, documents, metrics and roles. Current IT governance frameworks are suitable for describing IT governance, IT-systems, and business processes, but lack the ability to predict how changes to the IT governance maturity indicators affect IT governance performance. Bayesian networks are widely used for goal modeling and prediction in several research fields. This paper presents an application of Bayesian networks for IT governance performance prediction. Data from 35 case studies conducted in a variety of organizations has been used to determine the behavior of the network. An assumption on linearity is introduced in order to compensate for the limited amount of data, and the network learns using the proposed Linear Conditional Probability Matrix Generator. The resulting Bayesian network for IT governance performance prediction can be used to support IT governance decision-making.

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“…IT Governance is cited as a strategic issue and is usually related to IT decision making/leadership capabilities (Peterson, 2000, Grembergen, 2004a, De Haes, 2009, Grembergen, 2003, Weill and W.Ross, 2004. Associations and regulatory bodies formed IT Governance frameworks with distinct objectives including IT control structure, security, quality of IT services and protection of IT investment (ITGI, 2007, Larsen et al, 2006, Norshidah Mohamed, 2012, ITGI, 2003. All these are vital for endorsing IT sustainability and conveying the organization"s objectives.…”

Section: Introductionmentioning

confidence: 99%

"IT Governance from Theory to Practice: The importance of accountability"

Janahi¹

2015

Electronic Workshops in Computing

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It is widely acknowledged that Information Technology (IT) Governance is extremely complex and at the same time equally critical when organisations endeavour to maximize their IT investments. IT Governance provides the means for decision making required to ensure that IT enables the organization to excel in its mission. IT systems are often viewed as monetary drains rather than seen as fundamental bases underpinning the strategic direction of organizations. IT implementations often do not meet requirements, fail, are over budget and the media is littered with headlines that corroborate these perceptions. IT projects are now so big, and they touch so many aspects of an organization, that they pose a singular new risk as according to Harvard Business Review Magazine that a $5 million project leads to an almost $200 million loss (Flyvbjerg and Budzier, 2011). Every organisation will have experienced complications of an IT implementation and this is why IT Governance is becoming a crucial factor to business survival no matter how large or small an organisation is. This interpretive study of IT Governance provides an opportunity to from both theoretical and practice-based perspectives using multiple case studies from public sector organisations based in the Kingdom of Bahrain.

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IT Governance: Reviewing 17 IT Governance Tools and Analysing the Case of Novozymes A/S

Cited by 39 publications

References 19 publications

Rethinking Information Systems Projects Using Actor‐Network Theory: A Case of Malawi

Rethinking Information Systems Projects Using Actor‐Network Theory: A Case of Malawi

A Bayesian network for IT governance performance prediction

"IT Governance from Theory to Practice: The importance of accountability"

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