IT Governance Overview

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IT Governance Overview
GTEC - October 15, 2007 Gale Blank, IBM Chuck
Henry, Chief Information Officer Branch, TBS
RDIMS 593166
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Part One Governance Overview
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What is Governance?
IT Governance is defined as Specifying the
framework for decision rights and
accountabilities to encourage desirable behavior
in the use of IT Center for
Information System Research, Sloan School of
Management MIT Peter Weill

• It is driven by the need for closer interaction
  and involvement with stakeholders. basically
  integrating the three "C's" Cooperation,
  Consensus and Community, into the model
• IT Governance is not about the specific decisions
  made, but rather about determining who makes each
  type of decision, who has input into the
  decision, and how one is held accountable for
  their role

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The Role of Governance in Acting as One

• Governance is a key enabler in this
  transformation
• CIOs and IT Heads are agents of business
  transformation
• Defined and active central governance is
  essential in federated organizations with
  distributed decision-making to achieve the
  strategic outcomes

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The Governance and Organizations Relationship

• Decisions are at the core of governance, as
• which decisions are to be made
• where decision will be opened and closed
• how decisions are reached and
• who will be accountable for results

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Decision Rights Accountability
Structure
Governance
1
2
Structure defines the composition of the bodies
that make or execute on joint decisions.
2
Relationship
Management
3
Relationship Management informs how parties work
together
3
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Proposed Principles for the TBS IT Governance
Model

• Simple
• Simple to understand and explain
• Easy to maintain
• Participative and inclusive
• Stakeholders must be part of the decision process
• All parties concerned should be given the
  opportunity to provide input and feedback
• All departments and agencies must be informed of
  the decisions made
• Formal
• Governance - its roles, responsibilities and
  structures are recognized and supported
• The decision process will follow a known process
  that ensures appropriate consultation and
  engagement from all stakeholders
• Decisions made are universal and are inherited
• Decisions made are for all of government,
  including international, and any exception
  required will be handled by an established
  variance process
• Flexible
• The governance structure should be able to
  accommodate new directions and decision areas,
  and new stakeholders
• Acting as One
• The model should support the alignment of
  government-wide and departmental decisions
• Departments and agencies will implement a
  governance structure for IT that is in line with
  Treasury Board Secretariat (CIOB) to facilitate
  communication and alignment

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Part Two The Shared Services Vision
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Scope of IT Infrastructure in the GC
PWGSC/ITSB has provided IT Services to other GC
departments since 1970s annually now 500M.
IT Shared Services
3B IT Infrastructure which could be a Utility
IT Infrastructure is pervasive and critical to GC
Operations
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Current Health of GC IT Infrastructure Status quo
is not sustainable

• Aging workforce, shrinking IT labour pool
• 89K short in Canada, of 600K total, in five years
• Aging infrastructure, too little
  re-capitalization, not Green
• Rustout occurring, year end buy process not
  viable
• We are accepting additional Business and Security
  risks from having many networks and data centres
  to manage, secure and test effective Business
  Continuity plans
• Not fully leveraging Industry and our scale
• Stove-piped duplication, inefficiency on the
  order of 300-500M/year
• 144 separate networks GC-wide
• 315,000 non-standardized desktops, gt120 helpdesks
• 140 data centres, 120,000 servers
• We are not alone - other Governments, the
  Private Sector are acting

Opportunity - Grow IT Shared Services
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The GC is adopting Service Orientation as a
fundamental design principle
Departments
Departmental Applications
Security and Business Continuity
Access Enablers
IT-SSO
Data Centres
Networks
Access Devices
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Part Three A Governance Model for the Management
of IT Policy
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The Management of IT Framework
Governance
STRATEGY (act as one)
MANAGEMENT ACCOUNTABILITY FRAMEWORK (MAF)

• MIT
• POLICY
• Governance Directive
• Tech App Strategy Directive

T AS
G
Key Performance Indicator (KPI) MEASUREMENTS
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Scope Strategic Decisions

• The IT decisions to be made are related to the
  Directive on Technology and Application
  Strategies and the defined end state of services
  aligned, shared, common
• Data Centre
• Network
• Desktop
• Application Development
• IT Strategic Planning
• IT Management Process

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Approach

• Developed an engagement strategy, which included
  the list of stakeholders for consultation and
  engagement, 17 departments participated (CIOs)
• Developed and conducted three(3) workshops to
  gain consensus from stakeholders
• Provided the summary of the general notes from
  each of the workshops
• Based on the analysis and summary workshop
  reports, refined the government-wide IT
  governance model for input into a Treasury Board
  policy instrument.
• Developed an implementation plan for the
  introduction of the renewed IT governance model.
• Presentations to senior management committees on
  the findings and results.

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The relationship between Governance and an
Organization

• Decisions are at the core of governance, as
• which decisions are to be made
• where decision will be opened and closed
• how decisions are reached and
• who will be accountable for results

1
Decision Rights Accountability
Structure
Governance
1
2
Structure defines the composition of the bodies
that make or execute on joint decisions.
2
Relationship
Management
3
Relationship Management informs how parties work
together
3
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Decision Rights and Accountability
Which Data Centre, Network, Desktop, Application
Development, IT Strategic Planning, IT Management
Process Where Opened and closed with the CIO of
TBS, based on the recommendations of the spring
planning outcomes How Recommended by CIOC,
based on recommendations from working
groups Who CIO of TBS
1
Decision Rights Accountability
Structure
Governance
1
2
2
Relationship
Management
3
3
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Governance Structure
Which Data Centre, Network, Desktop, Application
Development, IT Strategic Planning, IT Management
Process Where Opened and closed with the CIO of
TBS, based on the recommendations of the spring
planning outcomes How Recommended by CIOC,
based on recommendations from working
groups Who CIO of TBS
1
Decision Rights Accountability
Structure
Governance
1
2
2
Relationship
Management
CIO Council will be the central part of the
governance Structure it will recommend the
agenda, recommend decisions and charter the
working groups.
3
3
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Relationship Management
Which Data Centre, Network, Desktop, Application
Development, IT Strategic Planning, IT Management
Process Where Opened and closed with the CIO of
TBS, based on the recommendations of the spring
planning outcomes How Recommended by CIOC,
based on recommendations from working
groups Who CIO of TBS
1
Decision Rights Accountability
Structure
Governance
1
2
CIO Council will be the central part of the
governance Structure it will recommend the
agenda, recommend decisions and charter the
working groups.
2
Relationship
Management
3
Proposed planning cycle, agenda set yearly though
this cycle, affirmed by the CIO of TBS
3
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Strategic Decisions - Who is Accountable

• For decisions where CIO of TBS is the leader and
  accountable
• Deputy Ministers (DMs) are accountable and
  responsible to participate in the process and to
  understand the process
• DMs IT person is accountable for their
  department having an IT governance, adhering to
  the Government of Canada Directive on Technology
  and Applications Strategies, and participating in
  the CIO community and MAF
• CIOC provides the leadership, consults with the
  community, as appropriate, and provides
  recommendations to TBS CIO
• CIOs and Heads of IT are accountable for ensuring
  that decisions made at the departmental level are
  in line with the GoC and departmental Enterprise
  Architectures.

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CIO Council within the IT Planning Cycle
CIO Council is integral to IT policy management
and planning
CIO Council
Advisory Body for Community issues related to IT
Policy For example DCE, DCC, Network(IPV6) Prov
ide insights and recommendations to the CIO of
Canada

• Other Inputs
• Eg., MAF results

Evaluate
Prioritize
GoC IT Planning Cycle
CIO Council
Spring Plan
Review
Fall Plan
Assess
CIO Council

• Sets direction and feeds into
• TBS Priorities
• MAF
• Fiscal planning
• Dept/Agency IT Plans

Execute
Access plan against tactical and strategic
directions, and current community interests to
develop new requirements, launch new
subcommittees
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Thank-you
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Plan, Build, Run, Measure
DEPT SILOS
GC PROGRAM SCALE
Climate Change
Grants Contributions
EASD
Common Admin Shared Services (CASS) BRIDGE OCG C
PSA
ETAS
IT-SSO
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