Painless: A Model for IT Governance Assessment in the UK Public Sector

Parfitt, Michael A.; Tryfonas, Theo

doi:10.1080/07366980902907779

Cited by 5 publications

(4 citation statements)

References 13 publications

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“…As we noticed, also the research in IT governance in public organizations has growth in importance and different research studies have been reported in this topic both in developed and developing countries (see, e.g., Parfitt and Tryfonas 2009;Nfuka and Rusu 2013). In a study done by Winkler (2013, p. 843) about IT governance mechanisms in the public sector in Germany, the author has found that "that structural and relational mechanisms are important means to achieve alignment between administration departments and IT units", but on the other hand, the findings "provide no clear evidence for the influence exerted by procedural mechanisms".…”

mentioning

confidence: 89%

Information Technology Governance in Public Organizations

Rusu¹,

Viscusi²

2017

Integrated Series in Information Systems

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mentioning

confidence: 89%

Information Technology Governance in Public Organizations

Rusu¹,

Viscusi²

2017

Integrated Series in Information Systems

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“…Information technology investment decisions have generally been driven by financial indicators such as ROI, profitability and return on assets (ITGI 2006;Parfitt & Tryfonas 2009). However, the finding is that some boards have shifted from the traditional financial basis of making IT investments.…”

Section: Information Technology Investment and Budget Oversightmentioning

confidence: 99%

Information technology governance framework for improving organisational performance

Ako-Nai

Singh

2019

SA Journal of Information Management

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The aim of this study was to identify and assess aspects of IT governance implemented by the boards of companies listed on the Johannesburg Stock Exchange in South Africa. Method:In-depth, semi-structured interviews were conducted. Interview data was thematically analysed and key themes identified.Results: Boards have been effective in terms of IT investments and budgeting, which were identified as key factors in effecting IT oversight. Boards have delegated most aspects of their IT governance oversight to board-level risk and audit committees, thus limiting the level and depth of interrogation of IT oversight by the board. The oversight of board IT governance is weak in outsourced IT arrangements. Conclusion:The implementation of board-level IT governance goes beyond prescribed IT governance principles within corporate governance codes. In effecting their IT governance, boards consider IT projects that contribute to organisational sustainability and those that positively add value to stakeholders, such as employees and consumers.

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“…Accordingly, Webb et al (2006) argue that it is reasonable to suggest that IT governance differs from SIS or SISP in terms of its emphasis. Parfitt and Tryfonas (2009) claimed that having defined IT governance, there is a need to know Earl's (1993) four key areas of SISP, including: (1) aligning investment in IS with business goals; (2) exploiting IT for competitive advantage; (3) directing efficient and effective management of IT resources; and (4) developing technology policies and architectures. Intervening research since Earl's work (1993) has placed increasing emphasis on risk management and performance management, but with these two exceptions, his key areas have proved very stable.…”

Section: The Relationship Between It Governance and Sispmentioning

confidence: 99%

Enablers and Inhibitors of SISP: A Case Study of a Korean Large Corporation

Yang¹,

Tanner²,

Kuzic³

2011

CIBIMA

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Within more turbulent, and increasingly globalized and digitalized environments, Strategic Information Systems Planning (SISP) has long been recognized as one of the most significant factors for better management. More recently, SISP has been included as one of the important components of IT governance frameworks. However, as business environments and IS/IT applications are rapidly growing in complexity, SISP needs to be implemented rigidly enough to meet project requirements, yet sufficiently flexible to adjust to environmental and managerial change. To diminish the problems and develop a successful SISP process, various enablers that make change possible both inside and outside of the corporation need to be identified and enhanced, and all possible inhibitors that prevent corporations from obtaining benefits and value need to be predicted and minimized. Besides, the inhibitors and enablers are intimately interrelated with each other. This paper presents a model of these interrelationships and reports on a pilot case study that investigated enablers and inhibitors of SISP in a large Korean corporation. The study demonstrated close relationships between enablers and inhibitors and benefits of SISP. Further research is planned to validate these findings in other large Korean corporations.

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Painless: A Model for IT Governance Assessment in the UK Public Sector

Cited by 5 publications

References 13 publications

Information Technology Governance in Public Organizations

Information Technology Governance in Public Organizations

Information technology governance framework for improving organisational performance

Enablers and Inhibitors of SISP: A Case Study of a Korean Large Corporation

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