Plain Ideas for Indonesia

When I learned ITIL and COBIT, I read a lot about IT governance. What I learned, it was not governance, but management. Until now, there is no clear framework about IT governance. Even in ITIL and COBIT 5. My argumentation is supported by this statement: I think the reality is that all of what both ITIL and COBIT 5 call "governance" is in fact "management" and that neither framework demonstrates any comprehension of the role of those who are in the true governance role - the board of directors. Because neither recognises the true governance role, they also miss the opportunity to understand the concept of the "system of governance" which is central to the overall definition for corporate governance as popularised by Cadbury. The system of governance has a deep symbiotic dependence on the system of management and the machinery for effective governance often extends deeply into the management systems. Having discussed this with the chief of one of the lo...

Sometimes, we have a problem to differentiate between governance and management, especially in IT aspect. However, there is a discussion about this in a group. I think this is one the best explanation to differentiate between governance and management. IT Governance is a global challenge but. IT governance must be an integral part of corporate governance. IT people and industry in general, make IT sound complex and scare people from corporate governance away. They just leave IT behind as they think its all too complex and things they wont understand. IT governance should ensures that IT goals are met and IT risks are mitigated such that IT delivers value to sustain and grow the organization. Now because IT management is mostly 'governing' itself. That is where the problems start. IT management always claim everything is fine and all projects are going great. Because of lack (or at least the wrong usage) of performance matrices - there is little or no strategic alignment b...