Digital Transformation : Information System Governance.
- 1st ed.
- 1 online resource (182 pages)
Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- No company today escapes the digital transformation any longer -- IS governance represents the most effective lever to successfully achieve the digital transformation in enterprises -- Objectives of the book -- Acknowledgments -- PART 1: Information Systems Governance at the Service of the Digital Transformation -- 1. Enterprise Governance: A Framework that Includes IS Governance -- 2. Challenges of Enterprise IS Governance -- 2.1. Value creation -- 2.2. IS risk management -- 3. Objectives, Approaches and Key Success Factors of Enterprise IS Governance -- 3.1. Objectives of Enterprise IS governance (EISG) -- 3.2 Approaches, frameworks and ongoing reflections -- 3.3. Benefits of the approach and its key success factors -- 4. How Can the Maturity of Enterprise IS Governance be Improved? -- 4.1. Scope of EISG and assessment of the company's global maturity level -- 4.2. How can it be properly initiated? -- 4.3 What can be done once the diagnostics have been made? -- 4.4. How can the improvement process be initiated? -- PART 2: Evaluation of the Maturity of Enterprise Information Systems Governance -- 5. Maturity Evaluation Criteria for Each of the 11 Vectors -- 5.1. Vector 1: IS planning and integration into the overall company's planning process -- 5.1.1. Issues of this vector in the digital transformation -- 5.1.2. Issues of the vector in terms of contribution to the IS governance -- 5.1.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.2. Vector 2: IS urbanization at the service of strategic challenges in the frame of the Enterprise Architecture1 -- 5.2.1. Issues of this vector in the digital transformation -- 5.2.2. Issues of the vector in terms of contribution to the IS governance. 5.2.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.3. Vector 3: Portfolio management of value creation-oriented projects -- 5.3.1. Issues of this vector in the digital transformation -- 5.3.2. Issues of the vector in terms of contribution to the IS governance2 -- 5.3.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.4. Vector 4: alignment of the IT organization with respect to business processes -- 5.4.1. Issues of this vector in the digital transformation -- 5.4.2. Issues of the vector in terms of contribution to IS governance -- 5.4.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.5. Vector 5: IS-related budgetary management and costs control promoting transparency -- 5.5.1. Vector challenges in the digital transformation -- 5.5.2. Issues of the vector in terms of contribution to IS governance -- 5.5.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.6. Vector 6: project management with respect to business objectives -- 5.6.1. Issues of this vector in the digital transformation -- 5.6.2. Issues of the vector in terms of contribution to the IS governance -- 5.6.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.7. Vector 7: provision of IT services optimized with respect to clients' expectations -- 5.7.1. Issues of this vector in the digital transformation -- 5.7.2. Issues of the vector in terms of contribution to IS governance -- 5.7.3. Best practices associated with the vector and measurement of the company's level of maturity in the vector -- 5.8. Vector 8: prospective management of IT skills. 5.8.1. Issues of this vector in the digital transformation -- 5.8.2. Issues of the vector in terms of contribution to IS governance -- 5.8.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.9. Vector 9: IS-related risk management adapted to business challenges -- 5.9.1. Issues of this vector in the digital transformation -- 5.9.2. Issues of the vector in terms of contribution to IS Governance -- 5.9.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.10. Vector 10: management and measurement of IS performance -- 5.10.1. Issues of this vector in the digital transformation -- 5.10.2. Issues of the vector in terms of contribution to IS governance -- 5.10.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- 5.11. Vector 11: IS-related communication management -- 5.11.1. Issues of this vector in the digital transformation -- 5.11.2. Issues of the vector in terms of contribution to IS governance -- 5.11.3. Best practices associated with the vector and measurement of the company's maturity level in the vector -- Appendices -- Appendix 1: IT Scorecard -- A1.1. AFAI source: Information System management dashboards -- Appendix 2: Economic Steering of IT Department -- A2.1. Expenses related to "transformation" projects (change) -- A2.2. Expenditures related to "recurring operations" (Run) -- A2.3. Expenditures relating to "IT application evolutions" -- A2.4. Main reasons for challenging the IT budget -- A2.4.1. Reason no. 1: cyclical effects -- A2.4.2. Reason no. 2: mature IS department -- A2.4.3. Reason no. 3: a strategic action plan, for example resulting from the digital transformation that the company is confronted with -- Appendix 3: Glossary -- Bibliography -- Index. Other titles from iSTE in Computer Engineering -- EULA.