Information Technology Reference
In-Depth Information
A
leader
does not fit neatly into the OCF hierarchy with respect to superior sub-
ordinate relationships. There are leaders at every level of governance, management,
builders, operations, and users. Leaders are the action-oriented champions that drive
progress. The point of this distinction is twofold. First, no framework within this
topic is or claims to be exhaustive. here are always exceptions, modiications, addi-
tions, and detractions to fit your particular circumstance. Second, the distinction of
leader is an important one to make in context of the OCF; these are the people to
engage to get things done at whatever organizational level they reside.
Leaders look to IA for potential contributions to innovate, to initiate and man-
age organizational change, and empowerment for organizational action. More
importantly to you, if leaders understand IA, they will be more likely to champion
IA as part of innovation and organizational change.
5.3.1
OCF Layer Relationships
Understanding the OCF layer relationships helps you to discern what each is look-
ing for in IA solutions and IA contributions to enterprise solutions. Tables 5.1 and
5.2 present OCF in relation to the simple system framework of input, process,
and output to show the OCF layer relationships in planning and implementation.
The outputs of each layer provide direction or value to the other organizational
layers. The inputs illustrate how information flows between the layers, and cre-
ates dependencies upon which each layer's process in planning and implementation
must rely.
Table 5.1 presents OCF layer relationships in terms of planning and implemen-
tation, which is more a top-down flow.
Table 5.2 provides an OCF layer view of tracking and reporting relationships
(more a bottom-up flow). The planning and implementation view starts with gover-
nance and flows down to operations and users. Users perform tasks that ultimately
fulfill the organization's mission. In contrast, tracking and reporting starts with user
and operations and flows up to governance to convey the level of success in mission
fulfillment from the lowest level of detail through to executive summaries.
The remainder of the sections present the use of the organizational views for the
governance of IA, management of IA, and operations of IA.
5.4 Goernance and iA
Business drives technology. Business risk drives IA. IA
2
provides a method to iden-
tify, enumerate, articulate, and address risk. Risk governance includes decisions
for risk mitigation, risk sharing, risk transference, and risk acceptance. Risk gover-
nance is the authoritative direction or control of risk management. Risk manage-
ment is the execution of the organizational directives. The risk governance process
