Reference no: EM132859157

Overview:

This assessment requires you to design a change management intervention that seeks to address shortfalls in governance practice in an existing case organization. You will write up your analysis and recommendations in the form of a business report that describes, in detail, the logic and evidence that supports your anticipated change intervention. The proposed intervention should be based on change management models and in particular on the COBIT19 (Control Objectives for Information and Related Technologies) framework as introduced in the course to develop an IT governance solution that ensures the effective and efficient use of IT in the case organization.

In recent years, the Auditor Generals in various Australian jurisdictions have grappled with problematic governance involving IT and ICT projects. One of the solutions advocated has involved the implementation of IT Dashboard systems. Various reports have examined the performance of this solution. Results suggest that lack lustre governance persists. Such a shortfall is becoming problematic. Governments have now to rely increasingly on online information systems and technology. Moreover, the financial challenges in public administration - caused, by among others, the pandemic - prompt scrutiny of public finances. Better governance involving benefits management associated with IT investments cannot be so readily disregarded as might have been possible previously.

Of particular interest to the relevant auditors and respective governments has been the struggle of government departments to demonstrate the benefits of their ICT projects. This concern is centred not only on the projects' initiation stage, but also on longer-term management that should be focusing on benefits realisation.

Recent experience in Victoria illustrates some of the challenges. In its Digital Dashboard Phase I project, in 2015 the Victorian Auditor General's Office (VAGO) discovered that of the 1,249 projects that had been reported, only 1/4 had a benefits realisation plan. Of the benefit plans reviewed, only 1/3 set down the expected benefits and identified measures and related targets (see VAGO report, June 2018 p.37). Not surprisingly, VAGO concluded, "agencies involved in the 2015 audit were not able to assure Parliament and the Victorian community that their ICT investments had resulted in sufficient public value to justify the significant expenditure of taxpayers' money" (VAGO report, 2018, p.7). VAGO subsequently indicated that basic reporting of the numbers of ICT projects and monies expended had improved. Nonetheless, there was still considerable weakness in the reporting of ICT project benefits assessment. VAGO also noted that the new ICT dashboard software tool being rolled out in that year had greater capacity to report on the expected impact that ICT investments have and to track benefits as they are realised (VAGO, 2018, p.38). Obviously, from a governance viewpoint there was still a need to enhance realisation of benefits reporting.

In 2013, Queensland initiated an ICT dashboard in response to high profile ICT project failures. The dashboard sought to distribute timely information about ICT project performance. However, a review by the Queensland Audit Office in 2018 revealed in its full report to parliament that this whole of government project struggled to achieve its objectives. There were noticeable shortfalls in regular and consistent reporting. While some useful short-term facts were reported inconsistently about project completion and cost, generally a deeper analysis about benefits management and value creation were absent. Queensland's performance thus mirrored that of Victoria when it came to governance of economic value. For the purpose of this assignment, assume that you have been assigned to design a change management project that seeks to have Queensland's government departments initiate a better governance framework. Its purpose is to improve investment performance of ICT projects. In particular, the Government is interested to introduce the adoption of the COBIT2019 framework (see COBIT2019 framework - Introduction and Methodology) to strengthen ICT governance.

This case study is the educational device chosen to have you explore a framework that might help reduce current weakness in governance activities. Furthermore, the case offers you the opportunity to design a relevant change management process.

The report should have the following structure and cover the following topics:

1. Introduction: Introduce the topic of the report and explain how the report is structured.

2. Case background: Define problems & discuss the need to improve the realisation of benefits from ICT investments in the Queensland government.

3. Overview of COBIT2019.

4. Design the Governance System: Use COBIT2019 framework to create a governance system that better deals with economic benefits management & suit this case.

Understanding the enterprise goals: State the enterprise goals from COBIT 19.

Goals setting and Cascading: From enterprise goals, illustrate the alignment goals. Match the alignment goals with the governance and management objectives.

Governance and management objective: Discuss the activities needed for each objective so that a proper governance system can be designed.

5. Change management model: Your application of a change model to implement a COBIT2019-based governance system that will satisfy Queensland's desire to see improved benefits management in ICT projects. (Kotter's Change Management Model).

6. Critical analysis of COBIT2019: Categorise particular challenges involved in its use.

7. Conclusion: Restate the rationale that underlies your proposed change management plans.

8. Reference list: (Harvard Style) containing a minimum of six (6) quality sources that demonstrate relevant, independent research.

Attachment:- IT Governance and Change.rar