IT Governance Framework and IS Strategy Analysis for Enron Corp

This report provides an analysis of IT governance and IS strategy at Enron Corporation, focusing on the suitability of the COBIT 4.1 framework. The framework's main focus points include organization and planning, support and delivery, implementation and acquiring, and evaluating and monitoring. The guiding principles involve meeting stakeholder necessities, covering the overall enterprise, and assuring a holistic approach to decision-making. The IS strategy emphasizes value, risk, and opportunity, with existing strategies including IT security and accountability, better decision-making, and effective risk management. The report also discusses business trends and values, recommending relevant business applications such as just-in-time product delivery, EDI, POS scanning, and UPC. The analysis concludes with a bibliography referencing key sources on IT governance and strategic alignment.

IS GOVERNANCE

State of IT Governance
The IT governance Framework which is suitable for the organization is the
COBIT 4.1. The main focus point of the framework are stated below:
 Organization and Planning.
 Support and delivery
 Implementation and acquiring
 Evaluating and monitoring

COBIT 4.1 Processes

Inter-Relation of COBIT 4.1
Its guiding principles include the following:
 To meet the necessities of stakeholders
 Cover up the overall enterprise from every end-to-end and implementing the framework that is single and integrated.
 Assuring the holistic approach towards he decision making of Enron Corporation’s business and distinguishing the
management
from governance.

Organization IS Strategy
 Value: The main sector which is focused is related to the value of the
service which is generated from the end of the working of the
organization.
 Risk: The main strategy which is related to the concept is the
identification of the risk and the mitigation of the risk factor.
 Opportunity: The sector of opportunity can be related to the
identification of the improvement areas and working accordingly.

Framework of IS Strategy

Existing IS strategies
 IT security and accountability: This deals with the activities with
which Enron Corporation is liable as the part of the entire plan
of information security.
 Better decision making: It is helpful in making data processing
capabilities.
 Effective risk management:The automating workflows and the
engaging people consistently is to be done. A real time analytic
insight can be gained in the trends of the data revealed.

Existing IS strategies (Cont.)

Existing IS strategies (Cont.)
 Projects: The execution of the project can be stated to be very much
crucial in the domain of the execution of the working.
 Priorities: The project execution should be done according to the
priorities of the working

Trend and Value In Business
 Business trend: The business trend in most of the cases can be stated
to be directly linked to the requirement of the customers and alignment
with the IT Strategy of working.
 Business Value: The value of the business should be aligned to the
sector of the services and product which is being produced for the
customers.

Planning Approach of the
organization
A relevant business that can be
recommended for the information
system of
Enron Corporation includes the
following.
 Supporting the just-in-time
product delivery and customized
delivery.
 EDI or the Electronic Data
interchange
 POS or Point-of-Scale scanning
 UPC or Bar-coded Universal
Product Code.

Bibliography
 Alreemy, Z., Chang, V., Walters, R. and Wills, G., 2016. Critical success
factors (CSFs) for information technology governance
(ITG). International Journal of Information Management, 36(6), pp.907-
916.
 de Faria, M.M., Schmitz, E.A., Alencar, A.J., da Silva, M.F. and Stefaneas,
P.S., 2015. Analyzing IT governance initiatives with game theory: A
systematic literature review. Journal of Software, 10(9), pp.1056-1070.
 Wu, S.P.J., Straub, D.W. and Liang, T.P., 2015. How information
technology governance mechanisms and strategic alignment influence
organizational performance: Insights from a matched survey of
business and IT managers. Mis Quarterly, 39(2), pp.497-518.