Arden University COM7007: IS Governance Report and Analysis

This report provides a comprehensive analysis of Information System (IS) Governance, emphasizing its critical role in aligning technology with business strategy and objectives. It explores various IS governance strategies and policies, highlighting their importance in the corporate sector and other business projects. The report examines how strategic IS planning provides the company with criteria to establish comprehensive information system infrastructure requirements, along with the selection and organizational planning for different applications in the technology. It also delves into ethical decision-making within IS governance, emphasizing the significance of accountability and transparency. The report concludes that effective IS governance is essential for any organization, providing a framework for oversight, engaging management, and understanding governance practices. The reference section includes various sources that support the report's findings.

Running Head: Information System Governance
INFORMATION SYSTEM GOVERNANCE
Name of the University
Name of the Student
Authors Note

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Information System Governance
Introduction
In this modern era, information technology is vital for every industry. Technology has
changed every sector, and that is no different in the field of aging services. Strategic IT planning
also emphasizes the essential part of the strategic approach and corporate governance of an
organization. IS governance is a hierarchical process providing companies with the structure to
ensure that their investments meet business goals. The need for structured corporate and IS
governance procedures across U.S. companies was build up by-laws and legislation being
enacted. IS governance offers a mechanism for aligning Information System policy with business
strategy. Organizations may achieve tangible results toward achieving their plans and objectives
by adopting a formal structure (Grembergen and Haes 2018). A structured plan also takes into
account the interests of stakeholders, as well as employee needs and the procedures they adopt.
This paper throws light on the existence of information system governance that reflects strategic
decision making in emerging business values. The technology environment of an organization
must be aligned with its long-term strategic plan, objectives, and objectives. The management
and governance board of the organization identify the critical role of technology in laying the
foundation and facilitating its strategic direction and operational objectives. Evaluation and
enhancement of IS governance are critical as it enables businesses to monitor how they are
handling their Information System efficiently, achieving full benefits and handling the associated
risks (Nicho and Khan 2017).
Discussion
IS Governance Strategies and Policies

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Information System Governance
In the corporate sector and other business projects, a strategic information system
governance is built specifically to tackle the business activities. It may offer a service or product
that is creative at a cheaper price, differentiated and focused primarily on a challenging segment
of the market. Strategic technology analysis has never been more important for aging service
providers trying to define their position in the face of a changing reimbursement environment,
growing demand for more for less, rising customer quality preferences, and growing need to
demonstrate excellence through objective data. The recent focus on corporate governance and its
best practices have been raised in the business world. In a structured program setting, project
managers will report to program leaders who have portfolio responsibilities and are thus
expected to guide projects in a direction that is best suited for the underlying organization to
achieve desired benefits and strategic outcomes (Tonelli et al. 2017). Under their respective
programs, Program Leaders, who are responsible for managing the strategic planning that takes
place between the projects under their programmers, should be given some specific authority to
change the timetable, cost and scope of the projects and to reallocate resources between those
projects in order to enhance the performance of the portfolio. The improved emphasis on
governance has several boards of directors who are searching for ways to develop their processes
in governance. Most of them are firmly committed to the governance process to devote financial
resources to strengthen governance practices within their companies. The information system
governance sets out the basis for the verdict of rights and transparency to promote positive
actions through the use of information technology. The conduct is interrelated to the leadership
style, organizational systems, and processes that ensure the information system of the company.
It supports and expands the policies and goals of the company (Alreemy et al. 2016). The
concept of IS governance is not a single decision itself. However, the assessment of which

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Information System Governance
decisions should be taken, who should contribute to the decision-making processes, and who is
eventually qualified to take the decision. In this sense, each organization has IS governance;
rather, only one system that is specifically structured can effectively and efficiently match
information systems with the objectives of the business. The information system governance
positions its structure fundamentally around how IS management of companies aligns with
business strategy. The IS business partnership ensures organizations continue to achieve their
objectives and goals and incorporate ways of measuring their efficiency. A specific feature of IS
governance is that it takes into account the needs of all stakeholders and ensures that processes
are produced intangible outcomes (Turel, Liu and Bart 2019).
Ethical Decision Making in IS Governance
Strategic technology analysis has taken more significance in the face of evolving
reimbursement requirements, the increasing demand for fewer, improved company quality
expectations and a rise in the need to demonstrate consistency through analytical data. For aging
service providers, the analysis is essential. The executives create a roadmap for technology
modernization with the aid of the IS leadership after completion of the evaluation process of the
Information System. Gratuitously, the fundamental accountability structures often vary from
each other. The model governance determines accountability and authority for key roles and
establishes a framework for conflict resolution. Management models harmonize and strengthen
communication with risk-management decision-making and policy makers (Rowlands et al.
2018). Therefore, the model ensures that people are conscious of the rights and disadvantages of
their choices. An IS governance mechanism is used to define, build and link the information and
related technology management systems to generate value and to mitigate the risks associated
with the company's information system use. The Board of Directors and the Executive shall be

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Information System Governance
responsible primarily for regulating technology. It is an aspect that is frequently overlooked. But
it is important to incorporate an effective strategy for long-term growth (Arkhipova et al. 2016).
The infrastructure supports all potential applications of technology that are needed for a
company to build long-term strategies now and in the future. This includes the programs
assisting staff, facilities, and management, as well as those serving clients. Customer service
services may include Internet access, telephone, TV, social network technology, energy
management and maintenance and many more (Nicho and Khan 2017). The strategic IS planning
process provides the company with criteria that is used to establish comprehensive information
system infrastructure requirements, as well as selecting and organizational planning for different
applications in the technology. Each organization has unique circumstances, requirements and
management models reflect their company's uniqueness. An organization built its governance
system as a method to help corporations assess and strengthen the governance structures. The
governance practices to build and illustrate the different elements of governance that describe
responsibilities and explain the relationships between governance, risk management and
organizational culture. The structural design covers all aspects of the governance system for
firms. The infrastructure involves the staff, procedures, and structures that are placed in place
every day by management. The system requires mechanisms of contact to transfer knowledge to
the Council, stakeholders and management. Corporate responsibility allows interested
stakeholders to react to the effects of a company's actions. Accountability implies corporate
stakeholders that are entitled to judge the errors of a corporation and hold it liable for those
actions (Héroux and Fortin 2016). Due to the heterogeneous existence of accounting principles
and governance, the firm has numerous frameworks for enhancing corporate transparency, such
as reporting information, auditing production facilities.

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Information System Governance
Conclusion
From the above paper, it can be concluded that the information system of governance is
an important aspect of any company and it often uses features of governance without even
understanding it. The governance model provides boards with a means of articulating the
oversight process, engaging management in dialogue on governance issues, and understanding
where governance practices arise at different junctures in the sector. The governance practices
are designed to construct and demonstrate the different elements of governance that define
obligations and clarify the relationships between governance, risk management and
organizational culture. The institutional architecture encompasses all facets of the business
governance system.

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Information System Governance
Reference
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.
Arkhipova, D., Vaia, G., DeLone, W. and Braghin, C., 2016. IT Governance in the Digital
Era. Department of Management, Università Ca'Foscari Venezia Working Paper, (2016/12).
Héroux, S. and Fortin, A., 2016. The influence of IT governance, IT competence and IT-business
alignment on innovation. Cahier de recherche, 4, pp.1-36.
Nicho, M. and Khan, S., 2017. IT governance measurement tools and its application in IT-
business alignment. Journal of international technology and information management, 26(1),
pp.81-111.
Rowlands, B., De Haes, S. and Van Grembergen, W., 2018. Understanding the Dimensions of IT
Governance Culture. In Technology Adoption and Social Issues: Concepts, Methodologies,
Tools, and Applications (pp. 920-930). IGI Global.
Tonelli, A.O., de Souza Bermejo, P.H., Dos Santos, P.A., Zuppo, L. and Zambalde, A.L., 2017.
It governance in the public sector: a conceptual model. Information Systems Frontiers, 19(3),
pp.593-610.
Turel, O., Liu, P. and Bart, C., 2019. Is board IT governance a silver bullet? A capability
complementarity and shaping view. International Journal of Accounting Information
Systems, 33, pp.32-46.

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Van Grembergen, W. and De Haes, S., 2018. Introduction to the Minitrack on IT Governance
and its Mechanisms.