Investigation of the COBIT Framework Input/Output Relationships by Using Graph Metrics

Ateser, Mesut; Tanriover, Ozgur

doi:10.15439/2014f178

Cited by 3 publications

(4 citation statements)

References 14 publications

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“…O estreitamento entre a tecnologia da informação e as estratégias de negócio coloca a área de TIC com representação de destaque na organização e como fator diferencial na competição de mercado, pois provê ações vitais para muitas atividades organizacionais e estabelece peculiaridades em relação aos concorrentes com produtos e serviços diferenciados. Assim surge a necessidade de um planejamento específico para área de TIC (Atese et Tanriöver, 2014).…”

Section: Introductionunclassified

“…O PETIC é classificado como um planejamento de nível estratégico, complementar ao planejamento estratégico institucional (PEI) e sua implantação parte do princípio de que esse processo agrega diversos benefícios para organização, melhorando o desempenho organizacional a partir de estratégias baseadas em tecnologia da informação. Apresenta ferramentas para melhorar a gestão dos serviços, processos e recursos de TIC, aplicando-os de forma adequada e racional, bem como estabelece diretrizes para o monitoramento das ações propostas e seus resultados (Atese et Tanriöver, 2014;Alberticn et Alberticn, 2009).…”

Section: Introductionunclassified

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Planejamento Estratégico de TIC: uma proposta utilizando conceitos do SCRUM

Guimarães

Júnior

2018

S&G

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O uso da tecnologia da informação e comunicação (TIC) como vetor estratégico nas organizações e as constantes mudanças no ambiente interno e externo aumentaram a necessidade de um planejamento dedicado para essa área. Este artigo tem como objetivo propor um modelo de planejamento estratégico de tecnologia da informação e comunicação (PETIC) utilizando conceitos do framework Scrum. É uma pesquisa qualitativa, realizada a partir de um estudo de caso que utilizou a observação no Centro de Tecnologia da Informação e Comunicação (CTIC) da Universidade Federal do Amazonas (UFAM) e a pesquisa documental nos artefatos gerados durante seu processo de elaboração e execução do planejamento estratégico TIC para o período de 2016-2017. A proposta adiciona ao processo de PETIC elementos de agilidade, foco no alinhamento estratégico, redução de desperdícios, melhoria da comunicação, planejamento colaborativo e participativo, conceito de produção puxada, monitoramento contínuo, melhoria contínua de qualidade e artefatos que possibilitam um rastreamento de todo o processo de planejamento.

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Section: Introductionunclassified

Planejamento Estratégico de TIC: uma proposta utilizando conceitos do SCRUM

Guimarães

Júnior

2018

S&G

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“…The results of this analysis are summarised in Table 21 and Table 22. 13 (Ateşer and Tanriöver, 2014, Ibrahim and Nurpulaela, 2016, Ishaq et al, 2017, Janahi et al, 2015, Joshi et al, 2018, Kosasi, 2015, Putri et al, 2017, Safari and Jiang, 2018, Seyal et al, 2016, Surya and Surendro, 2014, Tambotoh and LATUPERISSA, 2015, Vugec et al, 2017, Spremić, 2012 2 COBIT 4.1 or 5.0 combined with other frameworks.…”

Section: 2 3 R E S U L T S O F I T G M a T U R I T Ymentioning

confidence: 99%

“…Most papers are based on COBIT 4.1 (14 out of 18). Although COBIT version 5 has been published, COBIT 4.1 remains in widespread use in most organisations (Ateşer and Tanriöver, 2014). Some authors use this as a motivation to select version 4.1 (Ishaq et al, 2017), whereas others do not make an explicit distinction and use the version implemented by a corporation (Vugec et al, 2017).…”

Section: Cobitmentioning

confidence: 99%

hard and soft IT governance maturity

Smits¹

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Different streams can be distinguished, with some using a small scope and others a broad scope. Stream 1: A clear proponent of the broad definition and founder of COBIT is the IT Governance Institute. COBIT is the well-known framework formerly known as Control Objectives for Information and Related Technology. In 1996 ISACA released the first edition of the COBIT framework. This was originally released as a set of control objectives to support financial auditors and IT auditors in practice. It was expanded in subsequent years with control guidelines (version 2), management guidelines (version 3) and ITG guidelines in 2005 (version 4.0) and 2007 (version 4.1). In 2011, ITIL (including ISO 20000), the international standard for IT service management, remained the most frequently mentioned external framework used as a basis for ITG (ITGI). Some researchers define ITG "as the process by which decisions are made around IT investments" and claim ITIL version 3, released in 2007, can provide a well matured framework for ITG (Nabiollahi and Sahibuddin, 2008). Stream 2: Weill and Ross (2004) use define ITG simply as "the decision rights and accountability framework for encouraging desirable behaviour in the use of IT". These authors can be deemed the main contributors to the stream focusing on decision-making, and consider ITG from a decision-making perspective. As components of ITG, this stream uses elements such as IT decisions or decision archetypes (Weill and Ross, 2004, Weill and Ross, 2005). Others complement this with the context in which the decision is made (Xue et al., 2008). Stream 3 and 4: At one end of the continuum, emphasis is placed on corporate conformance, and at the other end, a concern with corporate performance (Bhimani and Soonawalla, 2005). Given that our research focuses on performance rather than conformance we must differentiate between both aspects of corporate governance. We define 'corporate governance, conformance perspective' as being related to rules and regulations, and 'corporate governance, performance perspective' as pertaining to performance and value creation. W o r k i n g d i r e c t i o n o f I T G Whereas the top-down view is related to structure, processes and planning, the bottom-up view is related to social aspects like culture, behaviour and collaboration. To explain this view we make a side-step to institutional economics, in which two contrasting worldviews coexist.

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Diminishing the Gap Between IT Governance Maturity Theory and Practice

Smits

Hillegersberg

2019

International Journal of IT/Business Alignment and Governance

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IT governance research suggests the existence of a gap between theoretical frameworks and practice. Although current ITG research is largely focused on hard governance (structure, processes), soft governance (behavior, collaboration) is equally important and might be crucial to close the gap. The goal of this study is to determine what IT governance maturity models are available and if there remains a mismatch. The authors conducted a systematic literature review to create an overview of available IT governance maturity models. The study shows five new IT governance maturity models were introduced. Only one of the new IT governance maturity models covers hard and soft IT governance in detail. This model and corresponding instrument was used to illustrate its usability in practice. The authors demonstrate that combining the instrument with structured interviews results in a usable instrument to determine an organization's current maturity level of hard and soft IT governance.

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Investigation of the COBIT Framework Input/Output Relationships by Using Graph Metrics

Cited by 3 publications

References 14 publications

Planejamento Estratégico de TIC: uma proposta utilizando conceitos do SCRUM

Planejamento Estratégico de TIC: uma proposta utilizando conceitos do SCRUM

hard and soft IT governance maturity

Diminishing the Gap Between IT Governance Maturity Theory and Practice

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