Title: what decisions are in queue at

 

 

 

 

 

 

Title:  BA 632
INFORMATION SYSTEMS SECURITY

Shirisha
komirelli

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(CUID:
545390)

Campbellsville
University

Professor:  NagamaniPalla

 

 

 

 

 

 

 

 

 

 

 

I want to explain regarding State of
Minnesota IT Governance Framework. This is very effective and impressive IT
Governance Framework.

 

This IT governance is  to inform and 
decision making for information technology planning, policy and
operations in order to meet business objectives. The  information technology services for
significant capital and operational expenses in most organizations – including
the State of Minnesota – the main 
processes within a governance framework 
is ensure that business requirements ultimately go with planning
decisions for the development and management of information technology
resources. Formation  governance
processes also helps ensure that technology and business leaders are in
agreement on what is an appropriate level of risk in the information technology
that powers day-today operations.

 

Within the executive branch of the State of
Minnesota, there is main  reason in May
2012 for a new governance framework for IT decision making, one that clarifies
the relationship between the newly centralized information technology
organization and its  consumers and that
serves as  to the new comprehensive
service agreements that represent the customers’ most active role in IT priorities
and delivery strategies.The outlines an information technology (IT) governance
framework for the State of Minnesota that meets the unique needs of those
government customers at the same time that it provides the structure to manage
successfully a complex IT environment through a single executive branch IT
organization, and results in services that add value to, and make successful
the business of government.

 

 

The main
thing we have to discuss about the Management of the IT Governance Framework
Process.

 

The goal of governance is to faciliate
agile,effective and transparent decision making. This requires consistent and
timely communications. Stakeholders that may be impacted by decisions must have
a way to know what decisions are in queue at any given point in time and
understand how to provide feedback.

The facilties for this process  MN.IT Executive Team members will serve as
chairs of most governing bodies with an appointed agency CIO as a co-chair.
This provides a direct link from governance decision as described in this
framework to the State CIO and to operational decisions that are made at
MN.IT’s Executive Team level .Overall coordination and communication of all
governance activity will be managed by the Standards and Risk Management
Division.

 

Next thing
we have to discuss about the communications.

 

Communications  of governance processes and outcomes will be
shared not only with the IT community but with business leadership affected by
the management of state information technology. Regular governance
communications regarding key governance activity, policies and decisions will
be published on the MN.IT public website, and reported to key leadership groups
that regularly meet for information sharing meetings, deputies meetings, chief
financial officers.For more targeted customer communications, agency-based CIOs
will play a primary role in keeping agency management informed of IT governance
decisions that will affect IT services and projects, and will serve as the
primary contact for agency-based IT planning and the resulting comprehensive
service agreements.

 

 Next Information Technology.

Information technology has been undergoing
a period of profound change in which technology providers are increasingly
becoming technology brokers. As a result, the internal operational side of
information technology is rapidly changing roles and functionality as
organizations turn to the cloud to externalize infrastructure operations,
streamline back office processes, and focus on unique business applications.

The Minnesota IT Governance Framework
includes several governing bodies that are designed to align enterprise
technology operations to this evolving service management and delivery model.

The Minnesota IT Governance Framework
defines five governing bodies that will align technology operations across the
executive branch:

·        
Enterprise Architecture Committee

·        
 Information Security Risk Management Committee

·        
 Enterprise Project and Portfolio Standards
Committee

·        
IT Project Portfolio Management Oversight
Committee

·        
 Geospatial Technology Committee Policies and
Standards Process for All Operations Committees.

The Information Standards and Risk
Management Executive is responsible for driving and coordinating policies and
standards processes for all committees.

Policies and standards are the primary
alignment tools of the Technology Operations Alignment committees. All of the
above committees will have, as their primary responsibility, the development
and vetting of the key policies in their area.Each committee will initiate the
development process by identifying and prioritizing areas in need of guidance.
Committee Chairs will then drive the policy and standard development process,
harnessing resources both within and outside MN.IT Services. After vetting by
subject matter experts, committee chairs will present proposed policy or
standard drafts to their respective committees for approval as an official
state policy or standard.Policies and standards recommended by Technology
Operations Alignment governing bodies will be published under the signature of
the State CIO, signifying acceptance by the individual that bears ultimate
authority for information technology in the State of Minnesota. Policy and
standard exception requests will be reviewed and approved at the committee
level.

For all technology operations alignment
committees, decisions will require ratification by a simple majority of the
members. A quorum of at least two thirds of the members must either be present
or vote by proxy.

 

 

 

The
committe role is main inportant role in the IT Governance Framework

Committee
Role

Minnesota law gives the Chief Geospatial
Information Officer authority to identify, coordinate, and guide strategic
investments in geospatial information technology systems, data, and services. Enabling
legislation also establishes two advisory bodies to improve management of
geospatial technology:

·        
A State Government Geospatial Advisory
Council to advise the Chief Geospatial Information Officer about issues
pertaining to state government

·        
A statewide Geospatial Advisory Council to
advise the Chief Geospatial Information Officer about issues of importance to
the entire state Membership criteria and the appointment processes for both
councils are defined in statute.

The Minnesota IT Governance Framework has
created a third group, the Geospatial Technology Committee, to be the primary
governing body for decisions and policies that impact the use of geospatial technology
in the executive branch.

As depicted in the table below, the Chief
Geospatial Information Officer will serve as the Chair of the Geospatial
Technology Committee. The committee will be co-chaired by the chief information
officer of an agency that places extensive reliance on geospatial technology.

 

 

 

 

Committee
Processes

The Chief Geospatial Information Officer is
responsible for driving Geospatial Technology Committee processes and activity.

Though the committee approves the final
output, most of the detailed work will be the responsibility of MNGeo staff.

In setting policies, the Geospatial
Technology Committee will follow the policies and standards process outlined
above.

Though the Geospatial Technology Committee
has authority to establish policies and standards, some standards that affect
the geospatial community but fall under the jurisdiction of other committees
will be referred to those committees for consideration.

The geospatial community has processes that
have developed over time. These processes will be adapted to reflect the new
and more comprehensive governance structure in the Minnesota IT Governance
Framework.

Relationship
to Other Governing Bodies

Input: Like all Technology Operations
Alignment governing bodies, the Geospatial Technology Committee will work
closely with subject matter experts in state government to facilitate the
development of policies and standards. However, the Geospatial Technology
Committee will also solicit input from the two existing advisory councils that
foster collaboration between state government and other stakeholders. Output:
Adherence to the policies recommended by the Geospatial Technology Committee
will be required of all executive branch geospatial activity.