ICT Governance is a buzz word and sometimes used as a "stick" to penalise an organisation, or is just seen by Management as an extra ICT related cost for something that might not provide the benefits related to the cost of implementing it.

It's not enough to just have technology. Organisations must also ensure that those technology deliver strategic value. To do this, there needs to be mechanisms in place to regulate, monitor and govern the vlaue creation of the IT investment.

So why are we passionate about ICT Governance? Why should an organisation spend money on ICT Governance. Is it not just policies and procedures for ICT which are in place, or could be developed internally.

ICT Governance Implementation is a life-cycle approach and it is recommended that ICT Governance is implemented in phases over a period. Many private and public institutions address the implementation of ICT Governance as a once-off project which is "ticked-off". That is not ICT Governance implementation.

Many

In r

Since the mid 1980’s, organizations began to require project managers to be certified or trained as project managers (PM) realising that project management requires a definite set of skills and techniques. This need of certification also resulted in a need for “guidelines and bodies of knowledge (e.g., PMBOK, APMBOK), which addressed some methodology but did not address every industry and type of methodology” (Charvat, J. 2003). Organizations embarking on projects therefore had to create their own methodology from these bodies of knowledge’s guidelines. In 1989, the UK government developed PRINCE2 as a “standard approach for IT project management for central government” (OGC, 2009).

Since the mid 1980’s, organizations began to require project managers to be certified or trained as project managers (PM) realising that project management requires a definite set of skills and techniques. This need of certification also resulted in a need for “guidelines and bodies of knowledge (e.g., PMBOK, APMBOK), which addressed some methodology but did not address every industry and type of methodology” (Charvat, J. 2003). Organizations embarking on projects therefore had to create their own methodology from these bodies of knowledge’s guidelines. In 1989, the UK government developed PRINCE2 as a “standard approach for IT project management for central government” (OGC, 2009).