Technology Governance Plan Essay

Technology Governance Plan Essay.

Technology Governance Plan Essay

Project Technology Governance Plan


June 4th, 2018

Project Technology Governance Plan

The IT governance framework was developed in the year 2005 primarily to render greater rigour and regulation of IT project management practices across government. The formulation of IT government structure was aimed at giving remarkable precision and standardized government’s IT project management practices. IT governance can best be described as the means of ascertaining the parties that make the decisions concerning the use of technology. IT governance encompasses the method which lead to the decision making regarding the technological choices. Moreover, it also makes a responsibility structure which steers the utilization of innovation. Strong innovation governance additionally takes into account the processes of key choices of the IT ventures. IT anticipate achievement relies upon viable, continuous correspondence over all levels of government. Moreover, it creates an accountability framework which steers the desired technology use. According to Ghanshala and Pant (2016), effective information technology governance includes processes by which critical IT investments decisions are made. The success of IT projects lies on the effective and continual communication across all levels of government.

IT governance framework. IT projects within this framework are referred to as temporary effort by the government or on behalf of the government which establish new technology-based system or service and which harness significant business process transformation while utilizing technology. Ideally, this IT structure is aimed at ensuring that IT projects:

Are resourced satisfactorily by ministries

  • Have straightforward goals within an accountability system
  • Take into account sound ventures management standards
  • Are endorsed according to project endorsement necessities as defined in the report.
  • Have an exhaustive and composed meaning of the general extent of the project

Are accurately and appropriately measured and reported for accountability purposes. In this case, it becomes a lesson for other lessons of other IT projects.Are overseen in a way sensitive to risks, multifaceted nature and economy of assets. According to Selig (2016), projects with a total cost exceeding $500k are subject to the Central Reporting Framework. Ministries having active projects are required to submit a project status report to IMAC on a quarterly basis. The extent of the central reporting requirements grants the government with a comprehensive view of the health of the IT investment projects.  

IT Governance Framework

According to Symons (2005), the IT Governance framework is typical of the Government of Saskatchewan’s methodology for the administration and oversees a great deal of IT operations. The main purpose of IT Governance framework includes:

  • The management and monitoring of large scale IT projects
  • The framework also grants the associated ministries a roadmap which is essential in proving direction especially in venture administrative practices.
  • The IT framework facilitates the composure and monitoring of IT projects.
  • Moreover, the framework enables institutions to assess the IT projects of the government and thus enables them to make informed decisions concerning IT investments.
  • The framework also presents various IT ventures and administration practices services.

IT undertakings subject to the systems’ prerequisites are those that have a base aggregate cost of $500.  An IT project with a budget of about $500 to $1.0M requires an appropriate documentation detailing the particulars of the project. The documentation should be submitted to the Information Advisory Council (IMAC) for survey purposes as well as for endorsement (Ghanshala & Pant, 2016). Errands with an aggregate cost of over $500k are subject to the Central Reporting Framework. Tiwana & Konsynski (2010) posits that services with dynamic ventures are called upon to avail that adheres the IMAC provisions.

Project ValueProject Review and Monitoring Requirements
$500 – $1MProject brief Granting IMAC top most priority (probably through the call for an IT initiative or as an in-year initiative) Regulation by a Central Reporting Framework
>$1MSubmission of business case for evaluation by IMAC (probably through the call for an IT initiative or as an in-year initiative) Legislative initiative

Expected results from the framework:

  • IT errands will be backed with an incentive for cash.
  • The management of the venture assets ought to be prudent enough.
  • The performance of the venture assets will be transparent and growth oriented.
  • The results will be time bound and cost efficient.
  • The IT venture will be scheduled to render excellent outcomes.

IT value and alignment.

One of the key aims of the IT project is to attain success in implementation of resource infrastructure and business motives. The best platform to support business initiatives is through the IT project. Ideally, this can be achieved through application of effective and efficient customer service. With this regard, the framework of the project ought to be quality and of high value. It should render financial return benefits and address business issues.

It is the onus of the business leader, project coordinator and support assistant to ensure that the business arrangement attains the stipulated objectives. An evaluation of the same should be remitted showing the means by which the project is performing. The business support is key and should be gauged against benchmarks (Howlett, 2009).

Risk management

The success of the project is dependent upon the risk management techniques. There is need for assurance and mitigation of risks. As a matter of fact, risk management will in one ways entail effecting the system. In this case, there is need to take into account the merits distinguished in the business case. Hazards of the IT project are fatal. However, alternative back up plans should be formulated to ensure that they are effectively handled. The plans should be regulated to ensure that they do not violate the stipulated mission and objectives (Dahlberg & Kivijarvi, 2006).

Performance measures

Ideally, these measures assess the operations of the IT project. It places the IT venture into a weighing balance and evaluates whether it is performing as expected and whether it meets the set benchmarks set as a blueprint. The essence of performance measures is to quantify the project goals and qualify the project. Assessing the performance of the IT project is a step in the right direction.


The merging of IT crosswise over the authorities has indeed made significant growth in the magnitude and multifaceted nature of information technology. Typically, the obligations of all gatherings as manned by specialists which might surface and be detrimental especially when they are not communicated. There is therefore need for an accountable structure which provides and assurance of solving disputes whenever they arise.


Braganza, A., & Lambert, R. (2000). Strategic integration: developing a process-governance        . Knowledge and Process Management

Dahlberg, T., & Kivijarvi, H. (2006). An integrated framework for IT governance and the development and validation of an assessment instrument. In System Sciences, 2006. HICSS’06. Proceedings of the 39th Annual Hawaii International Conference.

Ghanshala, K. K., & Pant, D. (2016). M- Governance model to accentuate governance framework in governance archietecture to empower people in himalayan villages using mobile technology. International Journal of Advanced Research in Computer Science, 7(4)

Howlett, M. (2009). Governance modes, policy regimes and operational plans: A multi-level nested model of policy instrument choice and policy design. Policy Sciences, 42(1), 73-89. doi:10.1007/s11077-009-9079-1

Selig, G. J. (2016). IT governance-an integrated framework and roadmap: How to plan, deploy and sustain for improved effectiveness. Journal of International Technology and Information Management, 25(1), 55.

Symons, C. (2005). IT governance framework. Forrester Research.

Tiwana, A., & Konsynski, B. (2010). Complementarities between organizational IT architecture and governance structure. Information Systems Research, 21(2), 288-304. doi:10.1287/isre.1080.0206

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