Eliminating ""Us And Them"" : Making IT and the Business One

266 Pages·2011·1.115 MB·English

by  Steven Romero

ELIMINATING
“US AND THEM”
USING IT GOVERNANCE, PROCESS,
AND BEHAVIORAL MANAGEMENT
TO MAKE IT AND THE BUSINESS “ONE”

Steven Romero

Eliminating “Us and Them”
Copyright © 2011 by (cid:35)(cid:33)(cid:12)(cid:0)(cid:41)(cid:78)(cid:67)(cid:14)
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ISBN-13 (pbk): 978-1-4302-3644-3
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President and Publisher: Paul Manning
Lead Editor: Jeffrey Pepper
Technical Reviewer: Peter Kretzman
Editorial Board: Steve Anglin, Mark Beckner, Ewan Buckingham, Gary Cornell,
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To Molly, T, and Z.
Contents
About the Author.............................................................................................................vii
About the Technical Reviewer................................................................................viii
Acknowledgments.............................................................................................................ix
Introduction..........................................................................................................................xi
Chapter 1: Us and Them....................................................................................................1
Chapter 2: When IT Is “Us” and “Them”....................................................................13
Chapter 3: Falling in Love with IT Governance..........................................................17
Chapter 4: The State of IT Governance.......................................................................35
Chapter 5: IT Governance Decisions...........................................................................45
Chapter 6: IT Governance Mechanisms.......................................................................59
Chapter 7: IT Governance Processes...........................................................................65
Chapter 8: Beginning the IT Governance Journey.....................................................97
Chapter 9: Process (and Why Everyone Hates It)......................................................103
Chapter 10: How I Fell in Love with Process...........................................................107
Chapter 11: Barriers to Process..................................................................................117
Chapter 12: Understanding Process...........................................................................123
Chapter 13: Process Design.........................................................................................127
Chapter 14: Process Implementation.........................................................................137
Chapter 15: Process Management...............................................................................155
Chapter 16: Process Roles............................................................................................165
Chapter 17: Process Governance................................................................................175
Chapter 18: Employee Empowerment.......................................................................185
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Chapter 19: The Link Between Behavioral Management, IT Governance
and Process..............................................................................................189
Chapter 20: The Critical Nature of Enterprise Values..........................................195
Chapter 21: Process-centric Values and Behaviors................................................199
Chapter 22: The Challenges of Behavioral Management.......................................213
Chapter 23: Walking the Talk.....................................................................................221
Chapter 24: Why Hasn’t IT Fixed It?.........................................................................227
Chapter 25: IT Governance, Process, and Organizational Behavior..................235
Index .......................................................................................................................241
About the Author
Steven Romero is the IT Governance Evangelist at CA Technologies. His
mission is to help enterprises realize the full potential of their IT
investments for strategic and competitive advantage. In this capacity, he acts
as a strong advocate for the customer, speaking around the world to users,
prospective clients, industry organizations, and IT luminaries to identify and
communicate leading advances in the business governance of IT.
Romero is an innovative, passionate IT professional with over 30 years’
experience working in almost every area of IT. His extensive technical and
IT leadership background started in the US Navy before joining Pacific Bell,
where he founded numerous ground-breaking governance processes. He
then joined Pacific Technology Consulting to establish and lead their
Technology Project Management consulting practice. Romero worked at
Charles Schwab and the California State Automobile Association, where he
resumed leading the establishment of formal process management and IT
governance processes.
For the past 15 years his career has focused on helping large enterprises
transform their IT organizations from cost centers to strategic assets.
Romero is a recognized expert in business governance of IT, project and
portfolio management (PPM), IT-business processes, and business process
management. He is a Certified Project Management Professional, a Certified
Information Systems Security Professional, ITIL Foundation Certified, a
Certified Process Master, and a Certified Computer Professional.
Romero is a member of the Information Systems Security Association (ISSA)
and the Project Management Institute (PMI). He is a San Francisco Chapter
committee member of the Information Systems Audit and Control
Association (ISACA), and a past president of the Information Technology
Service Management Forum (itSMF) San Francisco Local Interest Group. He
is a board member on the Center for Electronic Business at San Francisco
State University, and is a regular guest lecturer in their master’s program.

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About the Technical
Reviewer
Peter Kretzman is a veteran IT executive with deep experience in leading
information systems and technology. He has served as Chief Technology
Officer (CTO) or Chief Information Officer (CIO) at several companies,
including Classmates Online in Seattle and PlanetOut in San Francisco. He
has also provided senior-level IT consulting for companies, including AT&T,
Microsoft, Clearwire, F5 Networks, Captaris, Frank Russell Company, and
Getty Images.
Kretzman has a bachelor’s degree from Stanford University and a master’s
degree from the University of California at Berkeley.
Kretzman writes a blog, CTO/CIO Perspectives, which can be found at
www.peterkretzman.com.

viii
Acknowledgments
First and by far foremost, I want to thank my incredible wife, Molly. She,
more than anyone, made this book possible. She keeps our family’s ship
sailing and this book was the source of some stormy seas. I also want to
acknowledge my two amazing kids, Anthony (T), and Elizabeth (Z). Their
understanding, support, wit, and good humor, defies their youth. My family
sacrificed a lot while I wrote this book and I owe them big-time.
Next I’d like to acknowledge my good friend Mike Nelson. He was the first
to suggest I should write a book, and then for two years he kept saying it
over and over and over again. More than anyone, this book is his fault.
I want to thank Carl Landers. Carl brought me to CA Technologies and set
me loose on the world. Joining CA Technologies was the best career move I
ever made. I had been evangelizing IT governance for years, but CA
Technologies turned me into an IT Governance Evangelist. My role also
enabled me to work with Michael Zeglin, who launched me into the world
of social media that got me writing and writing and writing.
Mark Perry helped me believe I could publish more than a blog. Two years
ago he asked me to be a contributing author to a book he was writing on
business-driven PMOs. I was happy to and a year later I was “published.” My
dear friend Rafael Lizarraga read and edited the first draft of this book,
when it was beyond “raw.” Karen Sleeth of CA Press asked me to put my
faith in her and I am glad I did. She knocked down every barrier, helped me
overcome every challenge, and provided a constant light at the end of a very
long and dark tunnel.
I want to thank Peter Weill and Jeanne Ross of MIT Sloan School of
Management Center for Information Systems Research. I am very grateful
for their knowledge, experience, insights, ideas, and kindness. I have learned
so much from them.
To Richard Brooks, Terrie Coleman, John Curtis, Denise Chessman-
Johnson, and Ann Mendelson: to this day I have never had a better team
experience and you guys are all over this book. I have never stopped missing
what we once had.
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