Title Details

Jean-Louis LEIGNEL: Ex Director of Information system at Schneider Electric – Ex Vice-president of ISACA and AFAI in charge of IT governance pole.

Thierry UNGARO: General Director of Informatique systems management consulting company, Ad Valoris, in Geneva.

Adrien STAAR: Associate of the firm : MLA, responsible for online services "Governance and IT consulting".

Foreword  ix

Preface xv

Acknowledgments xxiii

Part 1. Information Systems Governance at the Service of the Digital Transformation 1

Chapter 1. Enterprise Governance: A Framework that Includes IS Governance  3

Chapter 2. Challenges of Enterprise IS Governance 11

2.1. Value creation 13

2.2. IS risk management 16

Chapter 3. Objectives, Approaches and Key Success Factors of Enterprise IS Governance 21

3.1. Objectives of Enterprise IS governance (EISG) 21

3.2. Approaches, frameworks and ongoing reflections  23

3.3. Benefits of the approach and its key success factors  27

Chapter 4. How Can the Maturity of Enterprise IS Governance be Improved? 29

4.1. Scope of EISG and assessment of the company’s global maturity level  29

4.2. How can it be properly initiated?  33

4.3. What can be done once the diagnostics have been made?  34

4.4. How can the improvement process be initiated? 35

Part 2. Evaluation of the Maturity of Enterprise Information Systems Governance  37

Chapter 5. Maturity Evaluation Criteria for Each of the 11 Vectors 39

5.1. Vector 1: IS planning and integration into the overall company’s planning process 40

5.1.1. Issues of this vector in the digital transformation 40

5.1.2. Issues of the vector in terms of contribution to the IS gonernance 40

5.1.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 41

5.2. Vector 2: IS urbanization at the service of strategic challenges in the frame of the Enterprise Architecture 44

5.2.1. Issues of this vector in the digital transformation 44

5.2.2. Issues of the vector in terms of contribution to the IS governance 44

5.2.3. Best practices associated with the vector and measurement of the company’s level maturity in the vector 46

5.3. Vector 3: Portfolio management of value creation-oriented projects  49

5.3.1. Issues of this vector in the digital transformation  49

5.3.2. Issues of the vector in terms of contribution to the IS governance 50

5.3.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 52

5.4. Vector 4: alignment of the IT organization with respect to business processes  57

5.4.1. Issues of this vector in the digital transformation 57

5.4.2. Issues of the vector in terms of contribution to IS governance 57

5.4.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 60

5.5. Vector 5: IS-related budgetary management and costs control promoting transparency 64

5.5.1. Vector challenges in the digital transformation  64

5.5.2. Issues of the vector in terms of contribution to IS governance 65

5.5.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 67

5.6. Vector 6: project management with respect to business objectives 73

5.6.1. Issues of this vector in the digital transformation  73

5.6.2. Issues of the vector in terms of contribution to the IS governance 74

5.6.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 76

5.7. Vector 7: provision of IT services optimized with respect to clients’ expectations  81

5.7.1. Issues of this vector in the digital transformation  81

5.7.2. Issues of the vector in terms of contribution to IS governance 81

5.7.3. Best practices associated with the vector and measurement of the company’s level of maturity in the vector  87

5.8. Vector 8: prospective management of IT skills 95

5.8.1. Issues of this vector in the digital transformation  95

5.8.2. Issues of the vector in terms of contribution to IS governance 95

5.8.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 98

5.9. Vector 9: IS-related risk management adapted to business challenges  101

5.9.1. Issues of this vector in the digital transformation  101

5.9.2. Issues of the vector in terms of contribution to IS Governance 102

5.9.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 103

5.10. Vector 10: management and measurement of IS performance  107

5.10.1. Issues of this vector in the digital transformation 107

5.10.2. Issues of the vector in terms of contribution to IS governance 108

5.10.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 109

5.11. Vector 11: IS-related communication management  112

5.11.1. Issues of this vector in the digital transformation 112

5.11.2. Issues of the vector in terms of contribution to IS governance 112

5.11.3. Best practices associated with the vector and measurement of the company’s maturity level in the vector 113

Appendices  117

Appendix 1: IT Scorecard 119

Appendix 2: Economic Steering of IT Department 123

Appendix 3: Glossary 129

Bibliography  137

Index 141