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IT Governance is hampered by poor Corporate Governance

Corporate governance of IT is intended to be for the benefit of all stakeholders. This is usually not understood by the business and it's leaders. Decisions to promote good IT governance are often undermined by the lack of corporate governance across the rest of the organisation. It is typical that business leaders are focused only on their own area of responsibility. Their own business unit's objectives are placed above the rest of the organisation's stakeholders. This behaviour is driven by poorly designed performance management systems that tend to drive the wrong behaviour and reward individuals for the wrong reasons. Unless there is an effective board of directors to keep business leaders in check, IT while have considerable difficulty in getting the necessary change in the behaviour from business leaders in their organisations, particularly when change will result in less benefits to the business units concerned.

Last Updated on Tuesday, 18 January 2011 19:09
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ISO Certification - the big rip off!!

ISO certification can provide tremendous benefits, but few are ever realised. At the centre of the problem is dishonest auditors and incompetent certification bodies. Harsh words, but unfortunately very true! Certification bodies must comply with ISO 17021 and ISO auditors must comply with ISO 19011. Unfortunately most companies who have sought ISO certification have used incompetent auditors and non-compliant certification bodies.

There are two fundamental requirements to ISO certification - the certification body must make public its criteria for certification and the auditor must make public, prior to the audit, the audit requirements you are expected to satisfy. ISO 17021 and ISO 19011 require that this information be publically available. Unfortunately this does not always happen. Before you seek ISO certification, request these two documents from the certification body and auditor respectively. If they are not available, you need to be concerned and you should change your auditors, your certification body, or both. ISO 19011 requires that ISO auditors develop a specific audit programme relevant to your processes, your management system and your stated objectives.

Certain certifications (i.e ISO 9001, ISO 14001, ISO 20000-1, ISO 27001, ISO 31000 and ISO 38500) require a management system, an integrated set of processes and most important of all, a clear set of business objectives to be achieved. A fundamental requirement for ISO certification is the actual achievement of the stated objectives. The three core requirements for ISO certification are agreed business objectives, a management system and an integrated set of processes that will achieve the stated objectives. Without these, you cannot be certified as compliant!

Because ISO auditors lack the necessary skill, the audit approach followed is to simply examine the implemented controls, determine whether they have been documented and establish that they are working as described. For example, an ISO 27001 audit is usually (but incorrectly) based on ISO 27002 - a checklist of control objectives and controls. You don't need ISO 27002 (previously known as ISO 17799) at all! What you do need are processes to achieve the stated objectives and a management system to ensure this happens. Of course controls are required, but the purpose of controls is to place the processes under control, so they achieve the stated objectives. In other words, controls mitigate the process risks.

If you do not achieve the stated business objectives of your ISO implementation, if you do not have an effective and efficient management system and you do not have a set of integrated processes - you are not ISO compliant. Anyone who says you are is incompetent and/or dishonest!

Last Updated on Monday, 25 March 2013 08:16
 
What is IT Governance?

IT governance is senior management's ability to direct, measure and evaluate the use of an enterprise's IT resources in support of the achievement of the organisation's strategic goals. Leadership, organisational structure and processes are used to leverage IT resources to produce the information required and drive the alignment, delivery of value, management of risk, optimised use of resources, sustainability and the management of performance.

Last Updated on Wednesday, 06 April 2011 17:17
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