YITGC Improve IT Governance, Don't Implement COBIT

It is essential for organizations to have solid IT governance. However, implementing COBIT is the wrong approach to realizing that. Improve IT governance without implementing an industry-approved framework? Yes, focus on the business vision and the means to achieve that vision.

As IT leaders we have repeatedly failed to realize the amazing benefits that could be achieved when an organization works as an SEI CMM level 3 to 5 organization. There are well documented and statistically proven benefits of achieving SEI levels 3 to 5 in terms of ROI, reduction in number of shipped defects, lower maintenance costs, greater on time delivery, fewer abandoned projects etc. Yet, the last time I looked less than 25% of all organizations that even began implementing SEI CMM achieved levels 3-5.

The benefits of ITIL are also well documented in terms of improvement to the attainment of service levels, alignment wit business partners, reducing risk, and improving business continuity. Again, based on a CIO magazine survey from late 2005, only 11% had reached high levels of maturity, 30% had not done anything and the rest were planning or implementing. I’m afraid many will stay in this “implementing mode” until the efforts are abandoned. Let’s now talk about IT governance...

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The better the IT governance an organization has, the better they are able to create strategic alignment, deliver and measure value, optimize the use of resources, and manage risk. Regarding IT governance and COBIT implementation, the IT Governance Global Status Report of 2006 done by the IT Governance Institute and PriceWaterhouseCoopers, reports that only 25% of the organizations have implemented an IT governance framework or solution. 42% were not considering it, and the rest are considering it, planning or implementing.

The report also says that implementing IT governance, as well as COBIT, is not as straightforward as perhaps once thought. It goes on to say that:

“ Implementing COBIT is not a matter of taking it out of the box and implementing it as written. Instead, it is a process of selecting the most appropriate elements, tailoring them as needed and applying them to the specific needs of the organization. “

And this is my main point. We have the tendency to get all excited when we find a framework, we convince the top leadership of its value, we get an implementation team together, do a marketing blitz, and begin implementing. All this to only to get stuck. Soon, the executives’ attention dwindles and the people doing the work resist the change.

What’s the answer? Author Steven Covey taught us to begin with the end in mind. We must begin by aligning with the business objectives and the IT strategy. Then identifying the few, key capabilities that need to be improved and simplified in order to add value. Use COBIT (or ITIL or CMMI) to support the team with best practices. Then engage the organization in improving them. Manage the scope carefully and quickly demonstrate value.

On my Bio I have a quote from Viktor Frankl that says “Those who have a “why” to live, can bear with almost any ‘how’’’

It’s difficult to get people to change behaviors. “Implementing Cobit” is not a sufficient “why” to drive people to change the “how” of their work.

Comments

[lavi]

Well, i've been studyin info related to cobit for quite sometime, like how to implement n all, well to be frank this is the best article i've come across, straight blunt n based on true facts........