Phase 1 of the implementation approach identifies current change drivers and creates at executive management levels a desire to change that is then expressed in an outline of a business case. A change driver is an internal or external event, condition or key issue that serves as a stimulus for change. Events, trends (industry, market or technical), performance shortfalls, software implementations and even the goals of the enterprise can all act as change drivers.
An enterprise that is very risk averse will give more priority to management objectives that aspire to govern and manage risk and security. Governance and management objectives EDM03 Ensured risk optimization, APO12 Managed risk, APO13 Managed security and DSS05 Managed security services will become important parts of that enterprise’s governance system and will have higher target capability levels defined for them.
EDM02 — Ensured Benefits Delivery optimizes the value to the business from investments in business processes, I& T services and I& T assets. It secures optimal value from I& T-enabled initiatives, services and assets; cost-efficient delivery of solutions and services; and a reliable and accurate picture of costs and likely benefits so that business needs are supported effectively and efficiently.
High involvement of IT-related roles in organizational structures.
Explanation :
An enterprise in which the role of IT is strategic and crucial to the success of the business will require high involvement of IT-related roles in organizational structures, a thorough understanding of business by IT professionals (and vice versa), and a focus on strategic processes such as APO02 Managed strategy and APO08 Managed relationships.
A focus area describes a certain governance topic, domain or issue that can be addressed by a collection of governance and management objectives and their components. Examples of focus areas include small and medium enterprises, cybersecurity, digital transformation, cloud computing, privacy, and DevOps.
A governance system should be dynamic. This means that each time one or more of the design factors are changed (e.g., a change in strategy or technology), the impact of these changes on the EGIT system must be considered. A dynamic view of EGIT will lead toward a viable and future-proof EGIT system.
The CPM should enable management of the performance of all types of components of the governance system; it must be possible to manage the performance of processes as well as the performance of other types of components (e.g., organizational structures or information), if users wish to do so.
Management plans, builds, runs and monitors activities, in alignment with the direction set by the governance body, to achieve enterprise objectives. In most enterprises, management is the responsibility of the executive management under the leadership of the chief executive officer (CEO).
In most enterprises, governance is the responsibility of the board of directors, under the leadership of the chairperson. Specific governance responsibilities may be delegated to special organizational structures at an appropriate level, particularly in larger, complex enterprises.
Phase 4 describes how to plan feasible and practical solutions by defining projects supported by justifiable business cases and a change plan for implementation. A well-developed business case can help ensure that the project’s benefits are identified and continually monitored.
