IT Governance, Risk, and Compliance:

ITG


May 10, 2010  6:36 PM

Not-for-profit Strategic Alignment – Part II



Posted by: Robert Davis
Educational Institutions, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, IT Service Management, ITG, ITSM, Performance Measurement, Strategic Planning, Value Delivery

Entity strategic plans are derived from entity objectives. Consequently, as a foundational justification for ensuring IT governance deployment, an...

May 6, 2010  6:24 PM

Not-for-profit Strategic Alignment – Part I



Posted by: Robert Davis
Educational Institutions, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, IT Service Management, ITG, ITSM, Performance Measurement, Strategic Planning, Value Delivery

Inasmuch as having a sound plan is vital to accomplishing an entity’s mission, developing a strategically aligned information and communication plan is vital to achieving the entity’s objectives for reliability, confidentiality, integrity, availability, and compliance....


April 26, 2010  5:51 PM

Achieving Not-for-profit Organizational Objectives through IT Governance Deployment – Part VI



Posted by: Robert Davis
COBIT, Control Objectives for Information and related Technology, E-Governance, E-Government, Educational Institutions, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, Information and Communication Technology, Information Systems Audit and Control Association, ISACA, IT Governance Institute, IT Infrastructure Library, IT Service Management, ITG, ITGI, ITSM, Non-profit, Not-for-profit, Organizational Formation, Risk Assessment, Risk Management, Service Delivery

Governing an entity mandates management accurately conceptualize information criticality and communication paths. Reflective of the Australian/New Zealand Standard on Risk Management (AS/NZS ISO...

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April 22, 2010  6:34 PM

Achieving Not-for-profit Organizational Objectives through IT Governance Deployment – Part V



Posted by: Robert Davis
COBIT, Control Objectives, Control Objectives for Information and related Technology, E-Governance, Educational Institutions, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, Information and Communication Technology, Information Systems Audit and Control Association, ISACA, IT Governance Institute, IT Infrastructure Library, IT Service Management, ITG, ITGI, ITSM, Non-profit, Not-for-profit, Organizational Formation, Service Delivery, Value Delivery, Value Realization

Regarding supplemental value delivery design and development assistance, the Davis’ ‘Governance Tree’ offers a conceptual frame of reference for defining IT governance practices from an information and communication perspective; therefore enabling...


April 19, 2010  7:14 PM

Achieving Not-for-profit Organizational Objectives through IT Governance Deployment – Part IV



Posted by: Robert Davis
COBIT, E-Governance, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, Information Systems Audit and Control Association, ISACA, ITG, ITGI, ITSM, Non-profit, Not-for-profit, Service Delivery, Value Delivery

Through misinterpretation of framework applicability, there is a widespread belief that effective IT governance can only be deployed within for-profit entities. Furthermore, when discussing not-for-profit institutions, IT governance is often used interchangeably with terms with...


April 15, 2010  5:31 PM

Achieving Not-for-profit Organizational Objectives through IT Governance Deployment – Part III



Posted by: Robert Davis
COBIT, E-Governance, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, Information Systems Audit and Control Association, ISACA, ITG, ITGI, Non-profit, Not-for-profit, Service Delivery

Commonly, results-oriented IT services having significant value can be achieved when IT initiatives are successfully aligned with...


April 12, 2010  6:05 PM

Achieving Not-for-profit Organizational Objectives through IT Governance Deployment – Part II



Posted by: Robert Davis
COBIT, E-Governance, Enterprise Governance, Entity Governance, Governance Tree, Government Agencies, ICT, Information Systems Audit and Control Association, ISACA, ITG, ITGI, Non-profit, Not-for-profit, Service Delivery

Whether an organizational formation exists for-profit, or not-for-profit; to exercise effective...


September 17, 2009  7:15 PM

Supporting ISG Deployment – Part V



Posted by: Robert Davis
Benchmarking, Budgeting, Framework, Gap Analysis, Governance Tree, Information Security Governance, Information Security Management, Information Security Processes, Internal Control System, ISG, ISM, ITG, Maturity Modeling, Methodology, Objectives

What ever your perspective may be, the importance of effective and efficient ISG cannot be overlooked in the current global high technology environment. Considering what is at stake for most entities, when security is compromised, usually justifying


September 14, 2009  6:19 PM

Supporting ISG Deployment – Part IV



Posted by: Robert Davis
Benchmarking, Budgeting, Framework, Gap Analysis, Governance Tree, Information Security Governance, Information Security Management, Information Security Processes, Internal Control System, ISG, ISM, ITG, Maturity Modeling, Methodology, Objectives

If, however, you assume ISG provides financial and/or reputational benefits, potential stakeholders are presumed to rely upon governance elements prior to investing their time, talent, and/or money. Therefore, ascertaining the effectiveness and efficiency of entity-centric information security...


September 10, 2009  9:01 PM

Supporting ISG Deployment – Part III



Posted by: Robert Davis
Framework, Governance Tree, Information Security Governance, Information Security Management, Information Security Processes, Internal Control System, ISG, ISM, ITG, Methodology

Alternatively, if you perceive ISG as a descriptive prescription for achieving managerial objectives, the adopted ISG methodology should provide security assessments defining strategic, tactical, and operational risks. Management usually is...


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