ISO/IEC JTC 1 N 11367

Transcription

1 JTC 1 N JTC 1 technology Secretariat: ANSI (USA) Document type: Business Plan Title: JTC 1/WG 6 Business Plan for the period November 2012 to November 2013 Status: This document is circulated to JTC 1 National Bodies for review and consideration at the November 2012 JTC 1 Plenary meeting in Jeju Date of document: Source: Expected action: of secretary: Committee URL: WG 6 Convener ACT lrajchel@ansi.org

2 JTC 1/WG 6 N 341 JTC 1/WG 6 Corporate Governance of IT Secretariat: SA Document type: Business Plan Title: JTC 1 WG 6 Business Plan for the period November 2012 to November 2013 Status: Final version of JTC 1WG 6 Business Plan as accepted at Teleconference 13 of JTC 1 WG Date of document: Source: Expected action: Convener JTC1 WG6 Corporate Governance of IT INFO No. of pages: 10 of secretary: Committee URL: julia.dropmann@standards.org.au

3 BUSINESS PLAN FOR JTC 1/WG 6 Corporate Governance of Technology. PERIOD COVERED: November 2012 to November 2013 SUBMITTED BY: John Graham, Convener, JTC 1 WG 6 Corporate Governance of Technology 1. 1 CONVENER'S REMARKS This business plan reflects the intent of JTC1 WG6 (WG6) to further standardization within its scope, Governance of IT. This scope has very little, if any, overlap with the scope of other JTC1 entities. It is acknowledged however that the work of several other groups is dependent on Governance of IT. WG6 has made every effort to meet with SC7 WG40 (WG40) and the joint sessions have been both effective and constructive. WG6 and WG40 are committed to working together and ultimately becoming a single group. We can go no further until a more formal arrangement has been reached between our respective parent bodies. The proposal discussed at the SC7 Plenary in Jeju had little support from National Bodies and was essentially unworkable. The work of the group has evolved around the core document, 38500:2008. This has been supplemented and extended by the ground breaking work in DTR Governance of IT Framework and Model as well as the steady development of the supporting document WD3 TS Technology Corporate Governance of IT Implementation Guide. As a result of this evolution and the upcoming Systematic Review process it has been decided to do a minor revision of with a title that reflects further the evolution of ideas, Technology Governance of IT For the Organization. This document is currently at NWIP with a proposed CD. One of the major drivers for work in the field of governance of IT has been the incredible amount of money wasted on failed major ICT enabled projects. This has been recognised by the formation of an Ad Hoc group within WG6 on Benefits Realization in IT Enabled Projects. This group includes members of both WG6 and WG40. The Group reported back at a joint session of WG6 and WG40 in Dublin and now has in final draft form an appropriate document to gain stakeholder support for a project. The group has also made significant progress in the area of a Model for Standardization and Gap Analysis which should be finalized by the end of Page 1

4 1.2 JTC 1 WG6 STATEMENT OF SCOPE The scope of JTC 1 WG 6 is the first part of the Terms of Reference agreed in Resolution 41 of the 2008 Plenary Meeting of JTC 1 in Nara and subsequently modified by letter ballot on JTC 1 N9999 : To develop standards and related documents on Governance of IT, to include: a) Performing a gap analysis and defining a framework and models for the Governance of IT and its relationships with associated functions and systems for the management of IT activities; b) Standardisation and harmonisation of terminology related to Governance of IT; and c) Ongoing maintenance of and development of associated guidelines (subject to needs identified by the Study Group formed under SC 7 Resolution 1081), but excluding the operational management of IT. Within WG 6 and WG 40 there is consensus on the definition of Governance of IT and, indeed, governance. There is however an ongoing concern with the proliferation of definitions of and models for governance within ISO and JTC 1. This continues to be further complicated by the proliferation of types of Governance being defined in the marketplace. WG 6 and WG 40 aim to lead the market into creating and aligning a generally accepted body of knowledge relevant to the IT sector. 1.3 PROJECT REPORT Current Projects of WG 6 Project Ref Project Title Project Editor/s Current Stage CD /PDTR Registration Target Date NWIP/CD (ID 62816) Revises 38500:2008 WD3 TS (ID 45263) NP TR (ID 50962) Corporate Governance of Technology (Proposed change: technology governance of IT for the organization Technology Corporate Governance of IT Implementation Guide Governance of IT Framework and Model TBA Proposed CD submitted with NWIP M Blecher (ZA) M Shanahan (AU) Proposed CD submitted with NWIP Limit Date: /01/08 Limit date 2016/01/ close of voting comment Limit Date 2013/01/12 Page 2

5 period CO-OPERATION AND COMPETITION Governance of Technology continues to be the subject of extensive discussion in the market however the discussion remains highly fragmented in terms of definitions, models and frameworks which have been sourced from academia, industry professional organisations and suppliers of management advice, frameworks, software and services. It was this fragmentation and perceived ineffectiveness of so-called IT Governance investments that gave rise to the development of AS 8015, the precursor to Two major professional organisations are influential in the marketplace, and both have demonstrated strong support for and the work of WG6: ISACA is a category C liaison to WG6. In its revision of primary guidance framework (COBIT 5), ISACA acknowledges and makes significant changes to its use of language (particularly the relationship between governance and management) which results in strong alignment with ISACA is also playing a significant part in the development of the TR required of WG6 to address the relationship between governance and management of IT. It is anticipated that there will be significant harmonisation of governance and management concepts between future products of ISACA and WG6, contributing to substantial reduction in marketplace confusion. itsmf International is a category C liaison to WG6. While itsmf does not publish an independent framework, it has a strong relationship with the ITIL framework and the family of standards. While itsmf has not made any formal statements to its membership regarding endorsement of 38500, its continued participation in the WG and the frequent appearance of on its various national and international conference agenda reflect strong support for our work. WG6 has liaison relationships within JTC 1 with both SC 7 and SC 27. WG 6 a has provided significant input into the project by means of comments directed at enhancing the consistency of with on-going WG 6 work. Page 3

6 2.0 PERIOD REVIEW 2.1 MARKET REQUIREMENTS It is widely understood that most organizations in the developed world and many in the developing world have become dependent on information technology for both day-to-day operations and development of future capability. Yet anecdotal evidence shows that many are susceptible to failure of both operational business systems and capability development initiatives which are critically dependent on IT. Market research over extended periods by respected business analysts, consultants and academics shows that failure rates of so-called IT Projects those projects to develop future capability that is dependent on IT remain unacceptably high. Increasingly, experts are recognising that the cause of such failure is an excess of focus on the technical aspects of the project and an insufficiency of attention to the non-technical aspects, which is associated with a widespread culture of poor engagement by business leaders at the governing body and top executive levels. This is the context in which AS 8015 was first developed and which supported the adoption of AS 8015 as 38500:2008. The on-going Global Financial Crisis, and the resulting focus on value and risk provide a clear and urgent need for a more effective and efficient approach to Governance, including the Governance of IT. IT is becoming increasingly embedded in everything we do. The technology landscape is undergoing increasingly rapid and significant changes, including the cloud, big data, analytics, mobility, consumerization of technology, BYOD, and social networking. The role of IT, and the roles and responsibilities related to its provision and use are being questioned. This perfect storm of economic pressures and technology change are creating even greater interest in, and need for effective Governance of IT, which, in turn, is leading to a growing demand for both regulation and standards. We must recognise this building demand and, if deemed appropriate, respond with appropriate products. WG 6 also is aware of universities teaching the framework and model for governance of IT in Australia, New Zealand, Spain and Japan. WG 6 regards the market view described above as indicative of a market that is continuing to grow despite the lack of aggressive market development by any service provider or professional organization. As AS 8015 has been available for more than seven years, and for over four years, there is an increasing level of awareness and understanding of the key messages in together with the applicability of the standard as a guide for business leaders. WG 6 is aware that there is still much work to be done in fully understanding market needs. As WG 6 is not a research organisation, and lacks both the charter and resources to become one, it must rely on the availability of research done by others. The deliberations of WG 6 have been informed by the research of many organisations, commercial, professional and academic. WG 6 is aware of published information that suggests the cost of IT project failure approaches a significant percentage of global domestic product. Improved governance of IT includes reducing the frequency of project failure, and thus has the potential to generate substantial economic value. The recently released paper from Standards Australia The Value in Governance of Technology has provided many thought provoking insights into some of the issues around governance of IT. Page 4

7 2.2 ACHIEVEMENTS DTR is now in the final stages of ballot with a closing date of the new NWIP with CD for the revision of is currently under ballot. PDTS is being prepared for ballot before the end of Market Development and Communication WG 6 recognises that individual members of WG 6 and a number of national bodies continue to drive growth of market awareness and interest in During 2011/12 a range of sessions were conducted by both individual members of WG6 and national bodies explaining to business and government leaders, academics and technology specialists in all continents. WG 6 is also aware that is gaining increased visibility in the ranks of company directors and government leaders through incorporation into a range of formal and informal guidance documents. The effects of the GFC and the continuing losses due to failed IT enabled projects have, in turn, placed further pressure on the leaders in both the corporate world and government to consider the guidance provided. 2.3 RESOURCES WG 6 retains a large nominal membership and has experienced significant growth in the number of contributing experts and practitioners of Governance of IT. It is hoped that the upcoming work in Benefits Realisation will further increase the participation of experienced experts and practitioners. The financial constraints on participants are significant in the wake of the GFC. The reduction in travel allocations make it imperative that we focus our meetings on readily accessible hubs and also make sure that we push for improvement in the electronic meeting facilities available. 2.4 ENVIRONMENTAL ISSUES One of the most fundamental tools in dealing with both the use of IT in resolving environmental issues and environmental issues due to the use of IT is effective Governance of IT. Effective governance of IT is particularly important in: using technology to reduce environmental impact of other aspects of an organization s activities optimising the resource use of current and future information technology and infrastructure minimising the environment impact of obsolete technology Page 5

8 2.5 PARTICIPATION METRICS WG 6 as of 2012/10/01 has 71 members (including 2 external liaison members) from 16 national bodies. There are also 12 observers including representatives of 2 extra national bodies. Voting metrics are not relevant as WG 6 is a working group. Attendance at meetings Date Location Present NBs Represented Liaison Organisations Represented May 2009 London December 2009 Singapore May 2010 Helsinki September 2010 Johannesburg March 2011 Jeju September 2011 London May 2012 Jeju September 2012 Dublin Attendance includes audio attendance at some time during conference. We were advised by a number of experts that the GFC and associated budget cuts prevented their attendance at recent meetings. The attendance at Jeju, Korea in 2011 was substantially affected by the earthquake and related concerns in Japan. In order to progress work efficiently WG6 has held 13 Teleconference Meetings. Page 6

9 3.0 FOCUS NEXT WORK PERIOD 3.1 DELIVERABLES Project Ref Project Title Next Stage Scheduled NWIP/CD (ID 62816) Revises 38500:2008 WD (ID 45263) DTR (ID 50962) Corporate Governance of Technology (Proposed change: technology governance of IT for the organization Technology Corporate Governance of IT Implementation Guide Governance of IT Framework and Model DIS Registration Target date: Registration of PDTS Publication CD/PDTR Registration Expected Proposed CD submitted with NWIP Target Date For Publication Limit Date: Limit date 2014/01/8 Limit Date Limit Date Page 7

10 3.2 STRATEGIES Finalise the Model for Standardisation and Gap Analysis Initiate case builds for new initiatives indicated by the Standardisation Model and Gap Analysis. Use Benefits Realisation as a test bed for process. Aim for top down development in identified gap areas Continue to work towards a group to develop a market engagement strategy aimed at increasing participation from the demand side of IT, those involved in the governance and management of organisations and corporations, and building market awareness for the products of WG RISKS Governance is very dependent on both the jurisdictional and cultural environment in which it embedded. In multi national organisations, spanning multiple cultures and jurisdictions, this becomes a very large issue. There is a risk that WG 6 will not adequately take into account cultural and jurisdictional issues and hence produce product of limited applicability. There is a need to monitor and work with national bodies in this area to achieve a consensus on consistency. Mitigation Strategy: Work to ensure participation and contribution from experts from as many cultures and jurisdictions as possible. A significant risk to the work of WG 6 is an imbalance of input from the IT industry and practitioners against those involved in the governance and management of organisations and corporations. Mitigation Strategies: The working group still has an over representation of the IT industry and practitioners and a severe under representation from those involved in governance and management. Actively pursue increasing participation from those involved in corporate governance, organisational governance and general management. The continued devaluation of the term "Governance" and resulting lack of clarity of the term in the market place is a source of risk for both WG 6 and the market place. Mitigating strategies: Work to ensure rigorous and appropriate use of the term "Governance" throughout standardization bodies and continued market education OPPORTUNITIES The Standardisation model and Gap Analysis is starting to point to opportunities for documents in a number of application areas and also organisational types. It is not the function of WG 6 to work in application areas within the scope of other SCs and TCs but its foundation documents will provide a firm and consistent framework for those other groups to work with. Continued high visibility business and reputational losses due to IT related failures make the market more aware of the need for better governance. Page 8

11 3.3 WORK PROGRAMME PRIORITIES The major work program priorities are to finish all current projects, currently (revision), WD3 TS and DTR The second major thrust is to move towards new initiatives using rigorous case builds. It is anticipated that the current work in the Benefits Realisation area will give rise to several NWI proposals in the next business period Archival Policy All documents of the Group are stored on Livelink. Page 9