Connecticut CPA magazine feature - IT Governance: What Is It, and Why Do You Need It?

 

By Caitlin Q. Bailey O’Neill, Assistant Editor

In today’s fast-changing technology environment, IT governance committees have emerged as an effective tool to ensure technology investments are supporting organizational objectives and undue cyber risk is not in play. Members of the group often include executive leadership, IT department leadership, and, if applicable, board of directors members or other stakeholders.

The committee’s charge includes the regular review of technology planning, project status, cybersecurity program, IT compliance, and IT risk management.

Mark Torello, partner-in-charge of Whittlesey Technology and a member of the CTCPA Board of Directors, was instrumental in helping create an IT governance committee for the CTCPA this year. Mark recently sat down with Connecticut CPA to share more about the process and how it can benefit companies and organizations of all sizes.


What is IT governance?


IT governance is really a process that establishes oversight, accountability, and effective communication so that technology is utilized appropriately, risk is managed, and IT supports business objectives. This comes into play when there’s more than one person in the mix for decision-making. Is one person recommending an IT initiative? Is another person approving initiatives at a business level? Is another person, like a CFO, approving it at a financial level? There might be an IT vendor in the mix, too.

So it’s really to get everyone on the same page?

Exactly. The main goal really is to establish effective communication so that decisions can be made wisely, more quickly, and with all the appropriate parties’ input. When you have more people in the mix, things easily get lost in translation. The communication gap can be fixed by simply bringing the right people to the table, so they have the chance to ask all their questions together and hear answers to the other people’s questions.

Who should be a part of the IT governance committee?

Executive management, the head of finance, the CEO, the head of IT and/or the chief IT vendor if you’re outsourcing that service, and sometimes department heads, board of directors members, or other stakeholders. IT needs to support business objectives, not the other way around. If you don’t have the right players as part of the governance process, you can easily miss the mark with deploying the right technology.

When the CEO hears the answer to the finance person’s question, it gives the CEO a little comfort. When the finance person/CFO hears that the CEO is behind an initiative and got all their questions answered to satisfaction, the CFO is more comfortable allocating the necessary dollars. Then they can look at each and nod and say “Yes, this makes sense.” Now, you can have progress that’s achieved much faster and much more efficiently for that organization.

Is this a new concept?

We’ve been doing this for about 10 years now, but recently it’s become more important with the level of cybersecurity threat and IT risk that every single business and nonprofit faces. What we found is businesses were getting into significant trouble – getting hacked, getting breached, losing data – because there were silos of responsibility centers. There was the IT person, there was management, there were people using the technology, and no one was getting together to make sure IT risk was being managed sufficiently and technology was truly supporting business initiatives.

By bringing everyone together, security initiatives can be acted upon much more quickly than before and breaches prevented because, for example, we’re not waiting three to six months to communicate the need for two-factor authentication – getting approval from the finance department, the chief executive, and the IT person. It’s all decided in one room. Contracts can get signed and action taken much more efficiently.

It sounds like a lot of this really comes down to facilitating communication.

Yes. IT governance is so important and successful because it promotes the right level of communication and it helps achieve the oversight that’s required as well. If there’s a problem or an opportunity, it’s documented. There’s an approval process, and the people who are assigned new initiatives know that they’re going to be held accountable, that it’s important, and that they’re going to have to report on it at the next governance meeting. That accountability factor really improves the strength of the organization.

How often should a governance group meet?


Typically committee meetings are monthly, with some level of intramonth activity. Once the program is mature, it can be appropriate to meet every other month or even quarterly, depending on the number of initiatives at play.

What should be the first steps to get things started?

First, establish the agenda and reporting structure – what types of reports should be produced for this meeting to facilitate accountability, and what the responsibilities of all the parties are.

You would most likely have an IT projects agenda item that includes status reports, and an IT and cyber compliance section to talk about different compliance requirements and risk assessments that need to be performed based on your specific compliance and regulatory requirements. You might have an incident report so that everyone in the group can hear what has occurred since the last meeting, what level of risk or damage those incidents might have caused, and what’s being done about it.

A lot of times we have a planning agenda item to review technology initiatives for the coming year, and then we have a standard technology reporting section that goes over network health. This is very important because this is where the accountability of whoever is the head of technology comes in. For example, everyone on the governance committee can ask questions about the network health rating, what it is, and how it can be improved.

This is also where you can catch things when you have an IT department or vendor who may not be performing at an appropriate level. One of the big reports that we find important for accountability is security patch management, showing all systems that have security patches that are out of date more than, say, 10 days. That can represent a big risk for the organization.

How does a cybersecurity risk assessment fit into the process?

What the IT governance process makes you realize is that, to really govern IT, we need to do an IT risk assessment every year. When the assessment comes back with recommendations, people realize that there will be associated costs, some changes could cause some disruption to the way the organization operates, and some of these things, we’re not sure if we really need them or not. People see the benefit of this larger discussion, and that’s how this really adds value.

Some clients decide to have a risk assessment because they lost data, or they had a breach because they trusted one particular vendor, or they trusted the IT person and the IT person didn’t tell the right person that the back-ups weren’t working, and there wasn’t really anyone overseeing things that had an appropriate knowledge level.

Those organizations have a problem, and they bring in an IT auditor who says, “Well, you’re not big enough to have a CIO or an organized IT structure, but you’re too big not to have sophisticated IT oversight and governance.” That’s where it may be appropriate to outsource and find a firm that can champion the governance process and act as the committee chair and also as an outsourced CIO.

What if your IT vendor or internal staff are uncomfortable with this level of oversight?

We had one client we did this with and the internal IT administrator was very uncomfortable with the situation. It was a little contentious for the first six months to a year. In the end, though, the executive management bought into the program because the organization had been hacked and it ended up costing the company $160,000.

We know the internal IT staff are really good people and do a really good job, but this does not mean that they do not need oversight, help with specific initiatives, or assistance with translating IT risk to business risk. The executive management really liked that there were more experienced individuals working with him.

Eventually he started realizing the benefits as well because he was getting his projects approved faster. The CEO and the CFO were right there – he didn’t have to schedule time with the CEO, who would then send him to deliver the message to the CFO. It could sometimes take him six months to get anything done. Now he’s getting projects accomplished in under a month, and he’s happy!

At this same organization, they are looking to migrate a particular software to the cloud. The internal IT person was able to pipe up at a governance meeting and say “I’m not really comfortable doing that. Would it be okay if I got some assistance?” Now you’ve got everyone hearing the request, and the administrator has subject matter experts available to serve as a resource to him. Right there in that meeting, he got tacit approval to call in an expert to ensure the process was successful.

What advice would you give someone thinking about starting an IT governance committee?

Find someone with IT governance or IT risk expertise to lead the charge. You can look for certain certifications in that area – someone who’s certified in risk and information controls or a certified information security auditor. In IT governance, part of the goal is to minimize IT risk, but also to make sure technology is supporting the business objectives. That takes someone who can understand both technology and business.