While I was a CIO, I actually found myself implementing with the business these simple fundamentals, creating a balanced governance process with clear roles and responsibilities, formalizing the priority setting, SDLC and project management capability. But over time, with the goal to quickly execute and delver, I found that I wanted to circumvent the process that I was creating. I actually wanted to just drive the process to make things happen. After aligning strategy to plans, I was clear what on the business and IT roadmap and the technology solutions necessary to achieve the business strategies and plans. I had aligned IT to support the business on the people, process and technology side. The business had aligned to IT with the creating of new roles as well. But the reality was, the business had a learning curve. This was not a criticism on their ability and desire to participate -but the time it takes to understand and assume the new roles and responsibility and follow a new process. Believe it or not, IT governance for the business is not natural. And I had to mindfully to go back to the fundamental principles, allow the business to take ownership and accountability for their part in the process.
For all of us to make IT governance a success in any organization, it truly is a partnership that will always be an evolving process, which requires patience and perseverance. And keep it simple!
This is an excerpt from a feature article in Tech Decision CIO Insights March Issues 2009, authored by Deb Smallwood, Founder of SMA Inc.
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