Information Technology Governance for Tunisian Universities (ITG4TU)

1. Information Technology Governance for Tunisian Universities (ITG4TU)

2. pLAN

3. itg4tu

4. Consortium

5. Aim and objectives Available @ itg4tu.uib.eu

6. Objectives

7. Changes observed by stakeholders • Increased transparency of governance decisions and the way that the board is managing IT. • Increased accountability of ITG structures, their composition and nature and their spheres of action and responsibility. • Governance of PPP (Portfolio, Programs, Projects)

8. Changes observed by stakeholders • Outsourcing, provisioning and subcontracting of IT are clearer and focused • IT service catalogs are published, auditable, responsive and proactive • Increased motivation and proactive IT staff due to increased visibility, changing reactivity added value of IT • The strategy of HEIs is connected with tactical and operational IT, almost automatically and naturally through a virtuous cycle from the mission, vision and strategic objectives to measures and KPI for the IT assets

9. Information Technology Governance

10. Case study

12. Sharp Healthcare • Sharp istheleadingcareprovider in San Diego, California. • Sharp is a not-for-profitenterprisewith 17,000 employees, 7 hospitals and 2 affiliated medical groups to provide insurance and health.

13. Sharp Healthcare • In Sharp Healthcarethere are twoexecutives in the role of directing and controlling IT and IS: • Senior Vice President and Chief Information Officer AND one Chief Medical Information Officer. • Sharp won numerousawards and isone of themost “wired” healthcare Enterprise in US. • Butintegration of multipleapplicationswasnoteffective in thepast: “Physiciansstillhad to go to multiplesystems to gettheir data”.

14. Sharp Healthcare • Sharp replaceditsmany-silos informationsystemsintoanintegratedproduct suite called Core PatientCare Project. • Uses informationsystems to improvephysiciandecisionmaking. • Diagnosis isone of themostimportantsteps in treatment: correct diagnosis leads to betteroutcomesforthepatient, butincorrect diagnosis tends to produce pooroutcomes and highercosts. • Whenpresented a list of symptons and measurements, computers compare the data withbody of knowledge of thisillness and otherexpertsystemsaugmentingphysicianjudgement.

15. Sharp Healthcare • To get more value from IT, Sharp Healthcare does: • Key business value: Improving patient satisfaction through greater capabilities for physicians and employees. • IT Focus value: Integrate processes and systems of hospitals, optimizing the efficiency and effectiveness of staff and improve internal information to maximize the quality of medical diagnostics.

16. CareGroup • CareGroup was born in late 1996 from the merger of several hospitals in eastern Massachusetts. • As the second largest hospital group in the area, CareGroup was now a formidable force in the medical cost war that included healthcare providers and employers. • CareGroup embraced paperless medicine, from electronic medical records to digitized x-rays; technology was fundamental to hospital operations.

17. CareGroup • The Network Collapse • When CareGroup's network collapsed in November 2002, the CIO immediately marshaled resources to contain the effect and get the affected systems operational.

18. CareGroup • Underlying Cause • The source of the collapse was an "out of spec" network. CareGroup integrated its multiple operating systems into a state-of-the-art IT system. However, not well managed were the incremental changes to the network. • That, combined with an experimental application that had been left unmonitored in a production environment, were the underlying causes for the network failure.

19. CareGroup • Consequences • Key areaswereaffected: clinicalunits, e-mail, admissions office, clinicallabs, radiology, ambulatory, pharmacy, medical records, payrollsystems, emergencyfunctions,… • Doctorshad to checkdrugsforthemselves, radiologyresidentswhohadneverused X-raymanually in photographic film got a crashcourse in diagnosis, medical histories had to come entirelyfrompatients, telephonesreplaced e-mail, paperformswerehauledout of closets, … • Theybecame a hospital of 1970!!!

20. CareGroup • Backupprocesses • Establishment of command center • Establishment of morning and afternoonbriefingsessionsforclinicians and IT staff: patient safety concernsparamount • Establishment of “runners” as messengersdeliveringdocs, specimen, results, … • Paperdocumentationis back • Call back forurgentlabresults • Pharmacydispensingmanually, admissionsmanually, ambulatorycontingency plan… • Creation of hotlinesforpatientcareconcerns… • ALL BASED ON Y2K RISK PLAN MADE BEFORE!!! • Problemsolved • After 2 daysnetworkproviders (Cisco) fixedtheproblem: 10 peopleonsite, hundreds in remote.

22. Governance of IT

24. To govern IS

25. What is IT GovernancE? • IT Governance is the board of directors and executive management’s responsibility • The main objective of IT Governance is to align business strategy with IT strategy • IT Governance includes strategies, policies, responsibilities, structures and processes for using IT within an organization • There is a clear difference between IT Governance and IT Management • IT Governance is an integral part of corporate governance.

26. Effective IT governance must address three questions

27. Corporate Governance

28. Peter Weill / Jeanne Ross (2004)

29. Comparative Factors of IT Governance

30. CIO

31. CIO vs. CTO

32. CIO vs. CTO

33. Recommendations for CIOs

34. The business and key relationships

35. The effective CIO …

36. The ideal CIO

37. Communication Skills

38. CommunicationSkills • Another important challenge for a CIO is to prevent business executives have unrealistic expectations about what can or can not do with IT. • IT "house" in order, symptoms of problems: • Late delivery of projects • Diffuse governance of IT • Poor organizational structure of IT staff • There is no strategic plan for IT • Important "disappeared" or inconsistent with the strategy projects • ...

39. Communication Skills

40. CIO communications matrix

41. Communication Skills • In a survey of 106 companies that have a great reputation in IT, they identified the following benefits of having a good perception: • IT increases credibility • Accelerate alignment between business objectives and IT • Improved teamwork with no IT units • Promote more appropriate investments • CIO influence improvement in business

42. Communication Skills • To change a negative perception: • Making co-owner (sponsors) of IT projects to the business units • Directing strategic planning sessions with business leaders • IT procedures have solid governance, PPP governance (projects, programs, Portfolios) and IT investments • Present IT successes executives, board, and all the company ... • Take account of the successes and failures in IT projects and lessons learned

43. The five common CIO errors • No listening • To think that the work is primarily technical for CIOs • No build relationships with stakeholders (customers, users, employees, shareholders, ...) and sponsors • Not communicate what is being done and why • Do not get involved with business units, in sponsorship and responsibility, in key initiatives

44. 10 reasons to fire the CIO • Not understand the 80/20 rule • Not understand the applications in mobility, consumerization, etc. • Lack of leadership • Priorities are not aligned with the strategic direction • "My job is not to sell" • Not generating value from IT • No link with to the client, the user • "Cloudy” in the cloud • Lack of real-time analysis of the market • Lack of power of transformation

45. Leading the communication about technology in the organization

46. The role of CIO

47. Standards

48. COBIT 5 vs. Rest of the world

49. ISO/IEC 38500

50. ISO/IEC 38500Model