Tuesday, December 13, 2011

Table of the Roles and Responsibilities of the Board of directors, the CIO andthe CEO



Board responsibility CEO responsibility CIO responsibility 
Executive responsibility for IT/Business partnership At a time when business and technology are entirely interdependent, the Board has responsibility for confirming that the IT leaders and the IT department are delivering maximum value as defined in the organisation's strategic plan. It is also in the Board's purview to ensure that policy requires the plan to be validated on a regular basis and allows for it to be updated as required. It is the CEO's responsibility to ensure that business and IT strategies are fully harmonized and that the CIO is provided with a credible management context in which to execute against the plan. It is the CEO's responsibility to ensure that the CIO is a key business player and a full partner in the executive decision-making process. The CEO defines the CIO's roles and responsibilities and supports him or her in responding to the Board's requirements. It is the CIO's responsibility to interpret the business strategy in terms of IT requirements, to proactively seek ways in which the IT value contribution can be increased, and to develop the vertical and horizontal relationships needed in order to successfully execute against a fully harmonized IT/business strategy. 
Executive responsibility for HR organization and management The role of the Board is value creation, and in that context, the members have the responsibility to ensure that the people appointed to key positions have the appropriate skills and competencies and that performance measures and compensation plans are in the long-term interests of the company and its shareholders. The Board also has the responsibility to ensure that the overall organisational structure (including IT) complements the business model and direction. The CEO is responsible for ensuring a match between the skills needed by the business and the types of individuals hired. The CEO is also responsible for ensuring that the CIO is given the support needed to hire and retain people with the best IT skills available. The IT executive has responsibility for maintaining the credibility of the IT organisation, ensuring that the positions and roles critical to driving maximum business value from technology have been clearly defined and staffed with the appropriate people. 
Executive responsibility for IT/Business architectures As the steward responsible for shareholder assets, the Board must review the IT/business architecture and the standards and processes it encompasses to ensure that it mitigates risks associated with legislative and regulatory compliance, ethical use of information, and business continuity. The Board also has responsibility for confirming that the IT/business architecture is designed to drive maximum business value and return. The CEO is responsible for promoting the IT/business architecture and enlisting the support of other executives. It is also the responsibility of the CEO to give the CIO the authority to effectively develop and manage the IT architecture to ensure full alignment with the business. The CEO ensures that the IT/business architecture reflects the need for legislative and regulatory compliance and the ethical use of information and satisfies the requirement for business continuity. The CIO has responsibility for planning IT, setting standards, establishing IT policy, and designing and managing architectures that ensure integrated information and technology management across the organisation and throughout the technology life cycle. The CIO is responsible for implementing standards and processes that ensure legislative and regulatory compliance and the ethical use of information and that satisfy the requirement for business continuity.

Executive responsibility for operational excellence Ultimate responsibility for risk management rests with the Board. The Board is responsible for overseeing the management of any arrangements with third parties, confirming that potential risks have been mitigated. It is the Board's responsibility to guide the definition of operational excellence and to monitor the organisation's progress in achieving the goals that have been established and mutually agreed upon, recommending corrective action as needed. The CEO is responsible for the organisation's system of internal control and ensuring that clear accountability for risk management is embedded in the operations of the organisation. The CEO is responsible for ensuring that arrangements and agreements with third parties do not put the organisation at risk. The CEO is responsible for implementing the policies and processes that underpin operational excellence and ensuring that the appropriate resources are in place to facilitate execution. It is the CIO's responsibility to ensure that measurable value is delivered on time and on budget. The CIO is responsible for the day-to-day management and verification of IT processes and controls. The CIO is also responsible for ensuring appropriate governance at the individual project or initiative level. It is the CIO's place to inform the CEO and the Board of identified risks. The CIO is responsible for providing liaison with any third parties, minimizing the risk of duplicate effort and redundancy. 
Executive responsibility for innovation and renewal It is the Board's responsibility to ensure that the organisation is sufficiently adaptive to respond to changing demands. The Board is also responsible for ensuring that investment in the future is not sacrificed in order to maintain the status quo. It is the CEO's responsibility to ensure that the organisation is flexible and adaptive and that it is in the best position to capitalise on its information and knowledge to sense what is happening in the market. The CIO is responsible for ensuring that IT and IT-related processes are focused on improving business value currently and in the future. The CIO is responsible for monitoring emerging technologies and identifying when and how they would be of benefit to the organisation. 
Executive responsibility for ROI strategy and management The Board is responsible for ensuring that IT delivers on the promise of related strategies through clear expectations and measurement. The Board must work with the CEO to define and monitor performance measures. It is also the Board's responsibility to ensure that IT investments represent a balance of risk and benefit and that budgets are acceptable and reflect the overall organisation's financial direction. The CEO is responsible for ensuring strong links between business objectives and performance measures. It is the CEO's responsibility to develop an appropriate incentive scheme to drive adherence to the performance measures. The CEO is responsible for integrating the IT budget and investment plan into the overall financial plan, ensuring that it is realistic, balanced, and achievable. The CEO is then responsible for reporting progress to the Board on a regular basis. The CIO is responsible for developing and managing the IT budget, including short-term and long-term investment strategies. The CIO is responsible for developing a realistic IT performance measurement plan, along with appropriate metrics. In conjunction with the CEO, it is the CIO's responsibility to implement and manage a performance measurement scheme. The metrics used by the CIO should be linked directly to achievement of business goals and, wherever possible, be assigned a financial value. 

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