These stakeholders are interested in ensuring that the improvement initiative

These stakeholders are interested in ensuring that

This preview shows page 24 - 26 out of 78 pages.

and programme plan are realistic and achievable. These stakeholders are interested in ensuring that the improvement initiative results in better governance of IT overall and in their individual areas, and the business inputs required to do so are obtained in the best possible way. Compliance, risk management and legal experts Participate as required throughout the programme and provide compliance, risk management and legal inputs on relevant issues. Ensure alignment with the overall ERM approach (if existing) and confirm that relevant compliance and risk management objectives are met, issues are considered, and benefits are attained. Provide guidance as required during implementation. These stakeholders want to ensure that the initiative puts in place or improves the mechanisms for ensuring legal and contract compliance as well as effective IT-related business risk management, and these are aligned to any enterprisewide approaches that may exist. Internal audit Participate as required throughout the programme and provide audit inputs on relevant issues. Provide advice on current issues being experienced and input on control practices and approaches. Review the feasibility of business cases and implementation plans. Provide guidance as required during implementation. A potential role could also be to verify assessment results independently. These stakeholders are interested in the outcomes of the implementation programme with regard to control practices and approaches, and how the mechanisms that are put in place or improved will enable current audit findings to be addressed. Implementation team (combined business and IT team, consisting of individuals from previous stakeholder categories) Direct, design, control, drive and execute the end-to-end programme from the identification of objectives and requirements to the eventual evaluation of the programme against business case objectives and the identification of new triggers and objectives for further implementation or improvement cycles. Ensure skills transfer during the transition from an implementation environment to the operation, use and maintenance environments. The team wants to ensure that all envisioned outcomes of the GEIT initiative are obtained and maximised. Employees Support GEIT. These stakeholders are interested in the impact(s) the initiative will have on their day-to-day lives—their jobs, roles and responsibilities, and activities. Personal Copy of: Mr. Jaime Silveira Dionizio De Souza
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C HAPTER 3 T AKING THE F IRST S TEPS T OWARDS GEIT 25 External Stakeholders In addition to the internal stakeholders listed in figure 7 , there are also several external stakeholders. While these stakeholders do not have any direct accountabilities or responsibilities in the improvement programme, they may have requirements that need to be satisfied. Figure 8 presents generic examples.
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