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Theo Thiadens Professor IT governance Fontys university of applied sciences. Eindhoven, The Netherlands IiSC Muscat, October 2011.

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Presentation on theme: "Theo Thiadens Professor IT governance Fontys university of applied sciences. Eindhoven, The Netherlands IiSC Muscat, October 2011."— Presentation transcript:

1 Theo Thiadens Professor IT governance Fontys university of applied sciences. Eindhoven, The Netherlands IiSC Muscat, October 2011.

2 1.The AIM model is a communication model. 2.The AIM model stresses structure and places a focus on information management. 3.There are differences between universities and large organisations: IT governance and ICT strategy. 4.When outsourcing ICT, the information management organization should be in place.

3 1. The theory 1.1. Alignment in the literature 1.2. The AIM-model, derived from Henderson c.s. 1.3. The IP and ICT domains in the AIM-model. 2. Set up of the research 3. The results. 3.1. The four corners of the AIM model 3.2. The middle column: three information management domains 3.3. The right column: three ICT domains 4. Discussion. 5. Conclusions.

4 Luftman (2004,2008), Herbert, Nash etc.: Business/IT alignment in the top ten subjects since 1980. Starting point: SAM model (Henderson c.s 1993): wishes and the IT required Dimensions: a. external focus vs. internal focus b. business and ICT

5 Connections in SAM model are given by: a.Activities to structure the organization, the information provision and the ICT; b.Link between organization and ICT goes through an information provision function, that puts a meaning to the relevant information

6 Aim : 1. provide insight in balance between goals & ICT strategy 2. interpretation of the 6 domains So study wants to find out: - products delivered -impact other domains -domain’s organization and control

7 Stages: 1. assembling the theory and making the interview questions by lecturers 2. in depth interviews in: - six organizations in education: three scientific and three univ. of applied science - seven government organizations  only government organizations, as this approach to architectures is common in the Netherlands within government. Interviews done by groups of students educated by means of lectures and two trial interviews 3. reporting: articles, a book and a seminar All interviewed organizations employ more then 1300 people.

8 Domains: Strategy: defined except for universities of appl. sciences ICT strategy: 50-67% do n’t watch the trends Operations: 67% evaluates these periodically Delivery of ICT: 100% evaluation on technical aspects, not on functional quality Links between domains: -Strategy and ICT strategy: 84% IT governance board in education field In other sectors in less than 50% -Operations and operations IT: in general operational business info management.

9 1.strategy: * impact: in general organizations have a strategic plan. In * products and services: in organizations in the education filed there is an information plan. In other public sector org. this is not always the case. * organization and control: in education organizations always an IT governance board. In other organizations not always 2. structure: * impact: the demands in general come from the customers except for the universities of applied sciences there the demand comes from IT. * products and services: product start architecture available and people work according to a method * organization and control: not always a link between strategy and operations. Presence of steering committee and project groups. 3. operations: * impact: strong emphasis on requirements as reliability, integrity and security, especcialy in the education field * products and services: operational management tasks * organization and control: often operational IT management is there

10 1. strategy: * impact: in general form Service level agreements and form operational domain * products and services: in general an automation plan available * organization and control: carried out either by IP domain or by ICT domain 2. structure: * impact: either from the strategic domain or from the business domains. * products and services: in universities of applied sciences and in org. with a non- information intensive primary process service catalogues are used. Govern- ment org. with an information intensive primary process usually have an IT roadmap with reference architectures. * organization and control: ICT products and services are generally made using steering committees and projectgroups. 3. operations: * impact: in generally demands are driven by the wish for more reliability, integrity and security and the wish towards standardization. * products and services: the aim is to deliver working applications and infrastructures. * organization and control: tasks application management and operations, sometimes some tasks of information management are done.  IT strategy domain seems to be interpreted to a lesser degree.

11 Remarks: a.No easy task to fill in the domains b.No univocal interpretation of a domain. c.Study done in government organizations.

12 1.The structure domain in information management is seldom fully interpreted, 2. The strategy domain in ICT is often not interpreted. 3. Alignment and using an IT governance board is the normale way to go

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