After introducing the traditional IT governance frameworks, I would like to point out some differences between them and an agile approach. I’ll examine the COBIT model:
1. COBIT is a generally applicable and accepted standard for IT governance focused more on control, less on execution. Control, inherently induces the need for documentation and contract negotiation. Agile IT Governance, on the other hand, emphasizes execution and the collaboration between individuals to achieve execution. COBIT could be strengthened further by emphasizing the latter as much as the former.
2. COBIT requires that policies, plans and procedures that drive an IT process are documented, reviewed, maintained, approved, stored, communicated and used for training. This comprehensive documentation can be disastrous if the documented process is inherently flawed and cannot adapt to rapid changes in the business environment. Agile IT Governance emphasizes the need for working governance vs. comprehensive documentation on governance processes. COBIT could benefit from a balanced emphasis on just-enough process documentation for legal compliance and baseline business activity.
3. COBIT says to successfully deliver services to support the enterprise’s strategy, there should be a clear ownership of the requirements and deliverables. Of dozens of managers in a business unit, which individuals have the right level of subject matter expertise? Or the organizational relationships to enable clear ownership and direction of the requirements? The answers to these questions can vary widely depending on who you ask. COBIT could benefit from the consideration that identifying the wrong owner can lead to flawed governance. Agile IT governance mitigates this risk by focusing on identifying the right person who fits the role of “the owner” for the right stage of the project.
4. COBIT believes that processes and tools make enterprises quick to adapt. Processes and tools can only be as effective as the people who design them. Plus, they can be effective only for a specific period of time. Processes and tools often lack the ability to adapt to changing business environments. The emphasis on individuals and interactions help overcome these challenges because they allow teams to maneuver with agility, and adapt to the circumstances at that point in time. COBIT could benefit from consideration of Agile principles which emphasize individuals and interactions over tools and processes.
5. To satisfy business objectives, COBIT emphasizes complying with the laws, regulations and contractual arrangements to which the business process is subject. The emphasis is again on contract negotiation, not on collaboration. The word “contract” often awakens adversarial feelings and can lead to counter-productive behavior. While a framework for Agile IT Governance appreciates the value of contracts, it laments the fact that there is no mention of the word “collaboration” in COBIT.
It’s no longer a question of whether organizations should adopt an agile governance framework, but rather, why you think yours doesn’t already. What are your experiences with traditional governance frameworks? What is your opinion about an agile approach to governance?
The post Differences Between COBIT and Agile IT Governance appeared first on Big Financial BLOG.
source http://blog.bigfinancial.co.uk/differences-between-cobit-and-agile-it-governance/
No comments:
Post a Comment