The cloud industry is loosely defined, unregulated, and quickly evolving. The typical cloud service provider (CSP) business model is very uniform. It looks the same across all industries — there’s no per-tenant service customization, CSPs don’t offer one-off contracts, and they don’t bend their terms and conditions for customers in any specific industries. So can you use a CSP if your organization is in a highly-regulated industry? Steve Chambers, a Cutter Consortium Senior Consultant and expert on the CSP industry, explains: Some CSPs enthusiastically embrace industry regulators as they see it as a competitive advantage. These CSPs build their own assurance programs that any customer can audit, effectively meeting an industry regulator halfway by supporting the Read more
Commentary about things to do and not do — the “rules” — and the policies and procedures around how we adhere to governance — and what happens when we don’t.
In a mutual boot-strapping beginning with the dawn of Homo sapiens, mankind and information have both exploded in variety, velocity, and volume. Our fates have been intertwined. We advance by harvesting, using, and sharing information. Along the way, information persists, mutates, and diffuses further. Turning the crank, we find — no, we create — even more information. In a race to compete with each other, we endlessly seek more information to help us do better. The mass of information grows larger still, revealing more secrets. From the primordial single bit of information at the dawn of the universe has sprung a thing that now feeds itself in a never-ending cycle of perpetual novelty. And the Read more
I saw the announcement of the Cutter Report on the proposed “Chief Data Officer” role, by Larissa Moss and Sid Adelman, and I have a problem with its message. Thank goodness that differences of opinion are accepted and even encouraged among Cutter consultants! I have absolutely no problem with stressing the importance of data in the enterprise, and the need to govern that data. On the contrary, I love information architecture, master data management, and other related concepts. I’ve quoted Larissa Moss before, because she said some really important things a number of years ago, before anyone else did. There. But if we need Chief Data Officers, it means that we have failed miserably at Read more
Predictions are always difficult in interesting times, because tomorrow’s concepts depend upon activity which has not yet occurred. We expected flying cars; we are getting autonomous cars. In the 1950s, the computer revolution, robotics, GPS, and today’s traffic patterns would have been difficult to envision. Today, we are seeing rapid evolution across Information and Communications Technology, affecting every component and every meme. But we can see the direction that some areas of recent concentration are likely to take. Concepts of Agility will continue to evolve, moving beyond specific processes such as Scrum toward more comprehensive programs capable of incorporating a wider variety of projects, under more conditions and supporting greater integration with governance. This can Read more
Global competition, increasing customer power, and quantum advances in technology have combined to demand a new and more adaptive approach to managing the business. In spite of significant advances in methods to improve business performance, such as TQM, Six Sigma, Lean, BPR, ERP, CRM, SaaS, and the cloud, many organizations continue to struggle in executing improvements to business performance. In many cases, the culprit is a traditional functional view of the business, where organizations develop plans, budgets, and even reward systems mainly in a functional or departmental context, paying little attention to the “critical few” measures of performance that matter to customers and failing to gain clarity on the type of cross-departmental collaboration needed to Read more
Good IT governance promotes balance across time-to-delivery, portfolio effectiveness, overall IT responsiveness and affordability. Without good governance, the IT playing field quickly becomes fragmented and fraught with frustration for all players — IT professionals on one side and countless business professionals on the other. And while it’s true that both sides have a role in the process, it’s unlikely that any of the stakeholders fully understands the others’ focus. In this table, I’ve charted a way for both the demand- and supply-sides to understand governance processes and tools. Demand Side Governance Process Supply Side User requirements and expectations Service-level definition and monitoring, funding mechanisms IT service delivery performance Applications required and used by organization Read more
Governance is a fundamental (perhaps the fundamental) process within EA to connect the business aspirations with the current and future enterprise reality. Governance is probably also the most contentious EA process: a necessary evil at best or a dysfunctional rubber stamp or change-prevention mechanism at worst. The current focus on enterprise agility provides a context for refining governance. The conclusion is not to throw out governance or to diminish EA to a laissez-faire view of awareness and simplistic control of the enterprise. Rather, the conclusion is that governance can be made effective, compelling, and a value-add to agility. Part of the complexity with governance is that it varies widely and is a tradeoff of constraints Read more