Why do we do it? Why do we do IT Governance? I was inspired to revisit the purpose of IT Governance after writing my last blog post. In that post I stressed the criticality of answering the fundamental question of what problem is being solved when undertaking any process effort. I described how the problem to be solved provides the foundation for ensuring a chosen solution provides the desired outcome of the effort. I said that no process should be pursued for its own sake and instead the problem to be solved is the catalyst and driving force for the change.

That being said, I can provide a great argument against my own contention, especially when considering my beloved IT Governance discipline. IT Governance is the processes and relationships that lead to reasoned decision-making to:

• Ensure IT is aligned with the business
• Ensure IT delivers values to the business
• Ensure IT appropriately manages risk
• Ensure IT appropriately manages resources
• Ensure IT appropriately manages performance

These principles provide the goals for every decision we make in regard to the use of technology in any enterprise. They also provide a great test of any endeavor IT chooses to undertake. If the effort can't be linked to achieving one of these principles then I argue it should be stopped. So if this is indeed the case, why wouldn't every Enterprise aspire to advance IT Governance simply to institutionalize their ability to meet these principles?

Despite the inherent and obvious business case for IT Governance, I still insist an enterprise must first identify the business problem to be solved. IT Governance is a journey with countless paths leading to its destination. Different business problems will determine varying paths.

But no matter the catalyst for advancing IT Governance in our organizations, or the path on which it sets us on our individual IT Governance Journeys, the principles of IT Governance will always define its purpose.

Steve Romero, IT Governance Evangelist