Summary
[23-24] IT Governance and Strategic Sourcing complete summary IM
- Course
- Institution
A complete summary of the lecture slides, recorded videos, and live lectures. Passed the course with a 7 by only studying this summary.
[Show more]
1 review
By: owenophetveld • 7 months ago
Seller
Follow
IMstudentTiU2122
Reviews received
Content preview
SummaryIT Governance and Strategic
Sourcing
,Table of Contents
Lecture 1: IT governance ......................................................................................................................... 1
Tutorial 1: IT governance..................................................................................................................... 3
Lecture 2: Uncertainty & digital transformation ..................................................................................... 6
Lecture 3: The complexity and strategies of digital transformation ..................................................... 12
3.1. The complexity of digital transformation ................................................................................... 12
3.2. Paradoxical tensions of digital transformation .......................................................................... 14
3.3. Digital transformation strategy .................................................................................................. 15
Lecture 4: IT outsourcing ....................................................................................................................... 20
4.1. IT outsourcing ............................................................................................................................. 20
4.2. IT outsourcing theory & research ............................................................................................... 21
EXTRA: KPMG guest lecture .................................................................................................................. 29
Lecture 5: IT outsourcing in practice ..................................................................................................... 35
Tutorial 5: Managing suppliers .......................................................................................................... 44
Lecture 6: Course review ....................................................................................................................... 47
EXTRA: Atos guest lecture ..................................................................................................................... 48
IT outsourcing partnership elements ................................................................................................ 48
Stakeholders, motives, signals, considerations ................................................................................. 51
Ambitions .......................................................................................................................................... 53
Process to arrive at a partnership: .................................................................................................... 56
Article 1: (Vaia et al., 2022) – Digital governance mechanics & principles ........................................... 61
Exam example ....................................................................................................................................... 63
,Lecture 1: IT governance
IT governance (Gregory et al., 2018): describes the decision rights and accountability framework used
to ensure the alignment of IT-related activities with the organization’s strategy and objective.
Key dimensions of IT governance:
• Focus of IT governance (what to govern): what IT-related activities and artifacts must be
aligned with organizational strategy and objectives.
• Scope of IT governance (who to govern): which actors and stakeholders are held accountable
for ensuring IT’s contribution to the organization.
• Patterns of IT governance (how to govern): what mechanisms are put in place to ensure
“desirable” IT-related activities and outcomes.
About IT governance: IT governance is not about what specific decisions are made, but rather it is
about systematically determining who makes each type of decision (decision rights), who has input to
a decision (input right) and how these people (or groups) are held accountable for their role.
• Managing a key management paradox: simultaneously empowering and controlling.
Importance of IT governance: IT governance matters because it facilitates the benefits received from
IT investments.
• Does IT matter? (Carr, 2003).
• Extracting value from IT requires innovations in business practices.
• IT spending rarely correlates with superior financial results.
• Need to change practices and exploit new capabilities.
• Link it to innovation.
• ROIIT = f(BPI, Governance, matched IT investments).
5 key IT decisions:
• IT principle: high level statement about how IT is used in the business.
• IT architecture: an integrated set of technical choices to guide the organization in satisfying
business needs. The architecture is a set of policies and rules for the use of IT and plots a
migration path to the way business will be done (includes data, technology, and application).
It is the organizing logic for business processes and IT infrastructure.
• IT infrastructure strategies: strategies for the base foundation of budgeted-for IT capability
(both technical and human), shared throughout the firm as reliable services, and centrally
coordinated (e.g., network, help desk, shared data).
• Business application needs: specifying the business need for purchased or internally
developed IT applications.
• IT investment and prioritization: decisions about how much and where to invest in IT,
including project approvals and justification.
1
, IT governance archetypes: indicates the degree of centralization and who holds the decision rights or
input rights for a particular IT decision:
• Business monarchy: an individual or group of business executives (i.e., CxO’s). Includes
committees comprised of senior business executives (may include CIO). Excludes IT executives
acting independently.
• IT monarchy: individuals or groups of IT executives.
• Feudal: business unit leaders, key process owners or their delegates.
• Federal: C level executives and at least one other business group (e.g., CxO and BU leaders) –
IT executives may be an additional participant. Equivalent to a country and its states working
together.
• IT duopoly: IT executives and one other group (e.g., CxO or BU leader).
• Anarchy: each individual user.
2
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller IMstudentTiU2122. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $6.57. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
81531 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now
Recently viewed by you
