Information System Strategy and Governance - Desklib

The report discusses the problems faced by the Victorian Government with ICT projects and the implementation of the IT Dashboard system to address them. It analyzes the Val IT framework and presents a change management plan for the government. The report also highlights the benefits of ICT governance and optimizing value creation through VAL IT.

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STUDENT NAME:
STUDENT ID:
TOPIC: INFORMATION SYSTEM STRATEGY AND GOVERNANCE
DATE: 12-10-2019

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Executive summary
The report consists of the details of the Victorian Government’s ICT dashboard. The VAGO
Victorian Auditor’s General’s Office report provided information about problems that the
Victorian Government is going through. Several projects that were introduced by the government
were not fulfilled and did not result in the overall performance of the government. Thereby to
work on the solution of ICT projects, the implementation of the IT Dashboard system is
addressed effectively. Val IT framework is analyzed and a change model plan will be considered
in the Victorian Government that will be presented in VAGO report. The benefits of ICT,
problems of ICT project, change drivers and Val IT are addressed effectively in the report.

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Contents
Executive summary.....................................................................................................................................2
1 Introduction..............................................................................................................................................4
2 Background and drivers............................................................................................................................4
3 Key problems............................................................................................................................................5
4 Benefits of ICT Governance......................................................................................................................5
5 Optimizing value creation through VAL IT................................................................................................6
Val IT framework.....................................................................................................................................7
6 Change management................................................................................................................................8
Kotter’s Change Model............................................................................................................................8
Steps in change management..................................................................................................................9
Change management plan.....................................................................................................................11
7 Conclusion..............................................................................................................................................12
References.................................................................................................................................................13

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1 Introduction
Information and Technology is an important aspect to be managed by the organization.
Comprehensive ICT solutions improve assurance and transparency in government bodies. There
are public sector agencies that use effective, efficient and economic resources for the
development of IT projects. The IT projects and the initiatives that are used by The Victorian
Government are reviewed in the project. The project consists the problematic governance with
ICT projects in the agency. Thereby the solution for the problems is addressed effectively while
implementing the IT Dashboard system. In the year 2015, there were issues regarding
unsuccessful projects (Victorian government 2015). The benefits plan was reviewed and
compared to ICT projects 2015 and 2018. The results concluded that there was an improvement
in the VAGO report with the new ICT dashboard software, but the benefits were not realized as
per the expectation. Thereby the report considers the change management model to be
implemented for VAGO with an influence of ICT governance practices.
2 Background and drivers
VAGO (Victorian Auditor General’s Office) report has several problems related to ICT projects
which need to be improved with the IT Dashboard system. Analyzing the IT projects, an
improvement is needed in terms of communication and information projects (Victorian
government 2018). The track is not good enough thereby the reports shown have weaknesses in
ICT projects. The ICT investment is not sufficient and does not justify the importance of
taxpayer’s money. Not only the results are not achieved but there are problems regarding not
determining the actual ICT project cost. Thereby it is important to ensure that the ICT project
cost and ICT practices are well managed. Continuous monitoring of ICT projects is needed for
productive investment that helps to identify several issues (Asgarkhani 2017 ). Before the major
problems occur in the business, the projects are well-framed and cost components are managed
effectively. There is difficulty in accessing the information and considering a value-based
project. Several projects such as education and early childhood development, health,
environment, human services, local government, transport, universities, and business projects
were surveyed. Out of this only ¼ has ensured benefits realization plan. The expected benefits
were not realized while the targets were not completed. Sufficient public value justification was
not realized over the taxpayer’s money.

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The drivers of change that need to be ensured with ICT framework, principles, and practices for
change are network specializing, core business activity software improvement, improved
telecommunication, and business management software that benefits VAGO. IT stages and
development phases need to be continuously monitored so that the major influence is towards the
completion of ICT projects while working several stages (Aasi 2018). Managing the cost of the
projects and working on VAGO’s mission is emphasized in the framework. It is important to
ensure that project cost is instead of expected benefits that the government body realizes it in the
reporting stage.
3 Key problems
The key problems that are analyzed in VAGO report 2015 are the ICT practices that are not
undertaken well in VAGO, increased ICT project cost, failure projects and decreased in the
project value. These are ICT project problems that are administered in terms of managing ICT
projects. Cutting up the projects in terms of sub-groups, change in the project title, transfer of
responsibility of the project and having the agency to manage ICT projects are the major
problems that are related to ICT project failure and increase in ICT project cost. Monitoring the
projects continuously is a complex task that needs to be considered by the project manager.
Continuous audit and improvement is an overarching condition that the report focuses on while
the original project progress is not realized completely. The cost of the project is ongoing and
there is no track of the cost that is measured by IT and project manager. This shows that the
difference in actual cost and the identical initial cost is higher regardless of the project stage.
Some improvements are measured in the year 2018 while analyzing the ICT governance in the
VAGO report. Val IT initiative is taken by the government which is the part of ITGI’s IT
governance Institute’s Val IT. It helps to improve the realization of IT investment and optimize
the projects in terms of cost and value perceived.
4 Benefits of ICT Governance
An improved ICT government practices will help to ensure that the problems are resolved in the
government body. There are several challenges that the government needs to overcome while
delivering technical capabilities and working on understanding IT expenditures. Adopting ICT
practices will enhance competitive positioning and considers investment decisions making

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practices (Aasi, Rusu & Han 2016). The responsibility and accountability of the business are
well managed while the communication will be smooth while implementing the It framework
that is based on Kotter’s change management model. Implementing the change management
model, the goal setting and measurement will be continuously monitored with the best returns on
investment as expected. Thereby it is important to work on Val IT for standard procedures and
stages to be performed in the business. The IT costs will be reduced and will be managed as per
the strategic alignment of risk and realization. Regular investment programs will be realized
while working on the best ICT practices.
5 Optimizing value creation through VAL IT
Value creation is realized while working on the Val IT framework. The development of the Val
IT framework is a major step that is taken due to emerging practices, rapidly growing research
and methodologies for improving ICT practices. Val IT initiative will help in the continuous
development of the system while it is the set of research studies that ensure auxiliary services to
focus on the Val IT framework. Several aspects are considered in terms of research, framework,
supporting publications and IT services. Enterprise exchange and community influence are
addressed that tends to provide high-quality services of IT-based network and management of IT
services. Val IT framework is introduced as it helps to set the activities that contribute towards
good practices which leads to enterprise development. The structure ensures measuring the data,
monitoring the data and working on optimized solutions that realize the business value of the
firm. With the business and financial objective achievement, Val IT ensures ICT projects that
helps the business to focus while it ensures value delivery from IT services. The three domains
are covered with the help of Val IT services that ensure value governance, investment
management, and portfolio management. The documents and publication ensure IT executives
follow an easy network and guide for value management initiatives that helped in the continuous
development of the Val IT framework.
The six typical challenges are triggered while it helps to improve creating value while fulfilling
the challenges. The six typical challenges that are addressed include problems in technical
capabilities, limited understanding of IT cost, business abdication, communication gap, the value
of IT and investment failure. These are the challenges that are realized while focusing on

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creating value with the help of the Val IT framework. However, there are drivers of change that
help to focus on fundamental shifts while handling and tackling the complexity of the business.
IT-enabled growth is focused and the change in funding is addressed while ensuring internal
decision making initiative that includes budget cost, new allocation, and expansion of the
business. The external decision-making criteria include regulatory changes, that are important in
the business change. The new strategy by the competitor ensures key market index improvement
that leads to the emergence of revolutionary change in the business while it heads towards
launching fledged activities for improvement. The clear imperatives that are administered are the
adoption of value management activities and working on core management practices. The factors
are considerably growing towards proactive measures while it ensures rallying arguments in
terms of working with transparency and leveraged benefits. The enterprise focuses on trigger
events to be improved and making changed that need to be addressed effectively.
Val IT framework
The Val It framework consists of integrated services that help to prove the business and IT
activities for the governance. Management of IT-enabled investment and considering the inter-
related process that ensures security and best practices. Optimal value creation is observed while
working on the seven principles of the Val IT framework. Three domains are described which
tend to focus on the value management initiative taken by the governance model to improve
business investment and focus on reduced cost. In the value governance domain, the value
management practices are implemented to embed and enable the enterprise to focus on achieving
optimal value with IT-enabled services and investment throughout the life cycle. With the help
of enterprise governance, the governance framework is established to create value. Strategic
directions are provided to ensure effective decisions (Val IT 2007). To support new projects and
new investments, IT services, and other resources tend to improve value management activities.
Thereby value governance includes establishing the leadership, implementing the process,
defining portfolios, integrating value management, improving management practices and
working on effective governance monitoring.
Thereby to address the Val IT process it is important to address several points to take action for
value creation activities. Problems occur while delivering technical capabilities, so a Val IT
framework needs to be addressed as an applicable approach that ensures primary domains. The

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primary domains include Val IT that delivers and support and AI that acquires and implement
(Val IT 2007). The major focus is on addressing IT expenditure, thereby applicable approaches
include an inventory of investments and working on portfolio management. Relevant processes
need to be considered that include establishing committed and informed leadership,
implementing several processes and ensuring sources of funds and program planning. Applicable
approaches that help to consider business abdication are building awareness, improving
governance and working on an inventory of investment. The primary domain that is used in this
approach is value governance that helps to establish leadership and considered portfolio
characteristics. Communication gaps are filled with the approach of value governance that
ensures the relevant process of aligning the value management activities and considering value
management practices (Bason 2010). There is a larger value that is based on applicable
approaches that include an understanding of value management activities. At this end, the
individual investment value is clarified while adopting the primary domain of investment
management and value governance.
6 Change management
Kotter’s Change Model
Change initiatives by managers are not accepted as the managers tend to work on a one size fit
approach. This resists the change and ensures that the employees are involved in change
management aspects. Employees do not have enough information regarding change thereby
change is resistance from senior-level management to lower-level management. It is important to
focus on types of resistance and tailor strategies that are most effective to consider change
management initiatives. This results in leading change and working on leadership aspects while
addressing the change management approach (Kotter & Schlesinger 2008). At a time when there
are situational factors, the change is quickly adopted thereby it largely intensifies resistance to
change. There are several reasons that a group or a team does not involve in change initiatives as
the reaction is to undermine change as a complex pressure. Change efforts need to be addressed
in the organization to focus on success factors rather than encountering mere problems of culture
fit and employee engagement. Cost reduction activities can be undermined while resisting

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change while there is an emotional upheaval statement that ensures needed change to be
addressed with the incapable and successful implementation of activities and strategies.
Steps in change management
Analyzing situational factor
Step 1: Create urgency
The very first step in addressing change is to analyze the situational factors and determine what
kind of change the organization expects. At this end, it is important to assess the power of
resistance and address change (Kotter & Schlesinger 2008). Later on, the information is collected
that ensured the change initiative taken by the organization to decided company change. To
create urgency, it is important to focus on the structure approach to be used in the organization.
Situational factors are analyzed in the VAGO report which ensures that the major problems are
addressed such as ICT project cost and its analysis. The problem is identified thereby there are
change initiatives that need to be taken in terms of addressing effective change in the
governance. Thereby at this stage, the change is diagnosed and resistance to change is analyzed.
There are change effort will be made in the organization (Kagaari, Munene & Ntayi 2010).
Step 2: Build guiding team
Managers will consider a change that ensures the experience of the reports. The change is
analyzed with a positive aspect that appears to be rational and positive while building a team of
15 team members.
Step 3: Get a right vision
To create a vision of change, it is important to take action and work on value management
maturity model. A desire to change the framework is addressed because the issue of ICT project
and its success is not addressed in the year 2018.
Step 4: Communicate for buy-in
Proceeding slowing to the change management perspective is a major benefit that will help to
anticipate intense resistance. Adequate information needs to be collected for change initiative

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thereby it is recommended to collect the information and consider the speed of change that the
organization needs (Rutgets 2015).
Step 5: Empower action
The next step for the change model is to determine the optimal speed that will be required to
address change in the organization. At this end, it is important to focus that which area and
department need change and what are the change perspectives that an organization needs to take
for effective and supportive development of the organization.
Step 6: Create short term wins
Val IT framework needs to proceed slowly as the employees need to adopt change and the
working schedule for the employees need to be managed effectively.
Step 7: Don’t let up
The timeframe required to work on the Val It framework is one year. The best method for
managing resistance is to be selected. Resistance is due to a lack of information to employees
and the complex decision-making attitude of senior-level executives. Change needs to be
addressed by everyone in the organization, thereby not only the senior level management needs
to get involved, but the employees also need sufficient information to support and consider a
change in the organization (Alvesson 2012). Education and communication are the major aspects
that are applied. A person needs education to ensure a supportive change in the organization.
Education and communication is a time-consuming method which leads to change in an overall
perspective. Time is the major factor that is considered in this method. Thereby enough time in
change is considered, as the basis of change is education and communication with employees
while using the Val IT framework.
The other method that can be used is participation. Participation among employees leads to a
changed perspective as employees need to be committed while participating in change (Fallerm
2018). Design and implementation are addressed with effective change management initiatives.
Negotiation is the next method that can be adopted while ensuring a change in the business.
Incentives are provided to employees due to which change initiatives are accepted and worked

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on with supportive changes. This helps in complying with change initiatives. There is a relative
measure that is taken to focus on major resistance factor.
The coercion method is about firing employees or providing them the transfer orders. The loss of
promotion and threatening strategies are taken by the organization to focus on change initiatives
that need to be adopted in the organization. intense resentment is addressed but there is
acceptance of change initiatives quickly (Bryson, Crosby & Bloomberg 2014).
Step 8: Make change stick
Negotiation can be used to deal with resistance and the governance will consider this as the best
option for change management initiatives. Val IT framework will help to focus on leading
change and has a customizing aspect that ensures enterprise governance of information and
technology.

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Change management plan
Change management plan includes the pain points such as problems in delivering capabilities, no
understanding of IT expenditure, questioning value of IT, major investment failure and
communication gaps (Harries & Harrison 2008). These are the problems while effective
solutions such as changing in funding and the shift in the market are the primary and supporting
approach to be addressed while building awareness and understanding, implementing
improvement in governance, undertaking inventory, clarifying value of individual and
conducting investment evaluation and selection.
7 Conclusion
The report was based on the Victorian Government’s ICT dashboard. A risk mitigation strategy
is provided in the form of the Val IT framework which will improve the ICT project and its
ideas. The problems that are addressed in the report are failure of project of VAGO report.

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Implementing an IT dashboard system will enhance the overall solution for the ICT projects that
were identified as insufficient value providers. The projects when audited did not provide value
and assurance to the Parliament, as the cost of the ICT projects was not mentioned and no
justification was provided to tax payer’s money.
References
Aasi, P., 2018, Information technology governance: The role of organizational culture and
structure, Stockholm University, pp. 10-29.
Aasi, P., Rusu, L., and Han, S. 2016, The Influence of Organizational Culture on IT Governance
Performance: Case of The IT Department in a Large Swedish Company. In Proceedings of
Hawaiian International Conference in Systems Sciences 2016 (HICSS 49), IEEE Computer
Society, 5157-5166. https://dl.acm.org/citation.cfm?id=2919005
Alvesson, M., 2012, Understanding organizational culture. London: Sage Publications Ltd.
http://sk.sagepub.com/books/understanding-organizational-culture

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Asgarkhani, M., Cater-Steel, A., Toleman, M., and Ally, M. 2017, Failed IT projects: is poor IT
governance to blame?. In Proceedings of the 28th Australasian Conference on Information
Systems (ACIS 2017). Australian Association for Information Systems.
https://eprints.usq.edu.au/33692/
Bason, C. 2010, Leading Public Sector Innovation: co-creating for a better society, Bristol: The
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9781847426345.001.0001/upso-9781847426345
Bryson, J., Crosby, B. & Bloomberg, L., 2014, Public value governance: Moving beyond
traditional public administration and the new public management, Public Administration Review,
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Performance in the Technical Colleges of the Sultanate of Oman: Inputs for a Quality
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Harries S. & Harrison, P., 2008, Recognizing the Need for Val IT: Identifying tipping points for
value management, ISACA Journal, pp. 1-15. https://m.isaca.org/Knowledge-Center/Val-IT-IT-Value-
Delivery-/Documents/IT-Value-Special-Compilation.pdf
Kotter, J. & Schlesinger, L., 2008, Choosing strategies for change, Harvard Business Review, pp.
130-140.
Kagaari, J., Munene, J., and Ntayi, J. 2010, Performance management practices, employee
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Victorian government, 2018, The Victorian Government ICT Dashboard, VAGO report,
https://www.audit.vic.gov.au/sites/default/files/2018-06/20180620-ICT-Dashboard.pdf