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论文编号：	152
作者编号：	052216
上传时间：	2007/12/18 7:51:54
中文题目：	IT治理实践分析及治理系统研究—
英文题目：	IT Governance Practice Analysi
指导老师：	张学民
中文关键字：	IT治理 IT管理 公司治理 CISR CO
英文关键字：	IT Governance;IT Management;Co
中文摘要：	随着信息技术的发展和应用的日益深入，IT系统在组织中的作用越来越重要，已从传统的后台支持转变为组织新业务开展的直接驱动力，甚至成为组织的直接利润中心。 在第一章（引言）中，作者概述了全球的IT治理研究现状，介绍了当前的主要理论及框架体系。然后通过普华永道的2006年全球IT治理状况报告反映IT治理框架（COBIT）的采用情况和认知情况。接着介绍国内IT治理的研究状况，重点介绍了IT治理论坛和中国IT治理研究中心的IT治理研究工作。最后通过第四届IT治理论坛发布的2006年中国IT治理水平调查报告，揭示了我国的IT治理水平与发达国家仍存在较大差距。 IT治理的理念2002年引入我国。目前，我国的IT治理的研究和实践还处于借鉴阶段，仍需对IT治理的理论体系和框架进行梳理。另外，国内IT治理的案例较少。而在现有的案例中，大都只涉及某个单一IT治理框架（如ITIL）的实施，而缺乏完整的IT治理框架体系应用的案例。而且，由于IT治理引入时间尚短，尤其缺乏对某个公司的长时间段的IT治理跟踪研究。本文正是针对以上情况，确定了三个突破点，第一是梳理IT治理的内容、理论和框架（第二章），第二是运用IT治理理论分析摩托罗拉的十年的IT治理实践（第四章），第三是解析摩托罗拉IT治理系统EQUIP-IT（第五章）。第三章是摩托罗拉的发展历史和战略转变，为第四章和第五章提供IT治理的公司背景信息。 在本论文第二章中，作者综合了当前国内外的IT治理研究成果，就IT治理的内容、理论、框架及进行了系统的梳理。在IT治理的内容部分，就公司治理、IT治理、IT治理和公司治理、IT治理的目标、IT治理的研究范围、IT治理与IT管理的关系等主题进行资料的综合整理。在IT治理理论方面，作者介绍了三种IT治理的理论，其中重点介绍CISR的IT治理理论。在IT治理框架部分，介绍了当前流行的五种IT治理框架，COBIT、ITIL、ISO/IEC17799、PRINCE2、CMMI的内容及其最新的发布版本的特点。随后探讨了IT治理框架实施的框架组合和实施步骤。最后作者综合了当前几种主流的框架组合方案。作者认为， IT治理系统的实施应该组合多种框架，结合其优点，从而形成一套善治的IT治理组合框架。 本文作者曾在摩托罗拉公司的IT部门工作达十多年，经历了摩托罗拉IT从各业务部门的独立的IT基础设施、基础数据、应用、流程逐步整合为公司的集成系统， 基础设施的资源外取，以及IT治理系统EQUIP-IT的实施的过程。 第三章介绍了摩托罗拉的发展历史，作为公司的背景资料。然后阐述了摩托罗拉公司的愿景由“创造无止境”到“创造股东价值和利润增长”，直到“无缝移动”的变化。这种愿景的改变导致了公司战略和竞争战略的改变，继而影响到IT战略和IT治理，最终使公司由业务部门的独立系统逐步整合为集成的系统。 第四章通过CISR的IT治理理论分析了摩托罗拉近十年的IT治理实践，其中包括CIO职位的设立，IT组织结构的变化，基础设施的整合，费用分摊模式的改革，基础设施的资源外取，基础数据和应用系统的整合，集成供应链IT的成立以及IT治理系统的整合。文中运用CISR的IT治理矩阵分析了摩托罗拉早期混乱的独立IT系统的原因在于IT的五种决策权总的来讲是业务部门独立决策的封建制。IT治理改变了公司的五种IT决策权，从而揭开了了公司的系统整合的序幕。 通过这部分案例可以看出，即便是在跨国的500强企业，其IT治理也是一个渐进的过程，付出很多的努力。IT治理涉及到组织结构、流程等方方面面的革新，需要公司高层主管的观念改变和大力支持。IT治理的根本目标是支持企业的总体战略目标，确保IT交付客户期望的价值，有效利用IT资源，降低IT风险。案例还揭示了IT治理对公司IT五种决策权的改变，进而进一步全面地分析了摩托罗拉的基础设施的整合与资源外取，基础数据和应用系统的整合以及IT治理系统的整合。系统整合的分析显示初期的IT治理决策总是能获得比较大的显性收益，例如基本的基础设施的整合。而随后的企业基本信息的整合、应用系统的整合及IT治理系统的整合则通常需要更多的时间，其收益也往往是隐形的。 第五章的内容是解析摩托罗拉的IT治理系统EQUIP-IT。该系统集成了当前流行的IT治理框架ITIL、CMMI及公司内部的ITG流程。这提供了一个很好的IT治理框架组合实施案例。本章中首先讲述了EQUIP-IT的背景、目标和方法，分析了使用ITIL、CMMI和公司内部的ITG流程组合为集成的IT系统的原因。同时分析了IT组织结构的变化，以及新的组织结构如何与新的业务流程结合在一起。然后介绍了项目的组织、涉及的过程、进度、实施方法以及项目的收益。 ITG流程是摩托罗拉用于控制IT投资组合、优先权选择的系统。文中阐明了ITG流程的目标、收益，描述了ITG对业务状况的内容要求。然后叙述ITG的审批层次，系统中的角色和职责。 ITIL被应用于IT服务管理，文中强调了IT服务管理的重要性。并介绍了ITIL的工具BMC Remedy ITSM 7.0的架构和项目实施过程。 CMMI被应用于软件开发管理的控制，本文分析了软件开发管理的重要性。并叙述了公司集成供应链进行的B级SCAMPI评估的全过程，结果显示与三级成熟度要求仍有一定的差距。最后，讲述了CMMI工具IPM实施过程及收益。 本章最后分析了EQUIP-IT的不足，提出了运用COBIT替代ITG，并加入安全管理标准ISO/IEC17799以完善该IT治理系统。 最后，在第六章的结论与展望中，综述了以上各章的主要内容并提出未来的研究方向是如何将国外企业的经验借鉴到国内企业，并结合国内的实际情况进行调整。另外，IT治理框架的组合实施仍然是一个很值得深入研究的问题。
英文摘要：	Along with Information Technology development and further application, IT systems have become more and more important to the business. IT has been converted from backbone support to the business driver, even direct profit center. In chapter one (foreword), the author takes one overview of global IT Governance study, introduces current popular theories and frameworks. Then “2006 Global IT Governance Status Report” reflects the application status of IT Governance Framework COBIT. After that, introduces the status of China IT Governance study, mainly introduces the IT Governance research done by China IT Governance Forum and China IT Governance Research Center. Finally through “2006 China IT Governance Level Report” published in the 4th IT Governance Forum, reveals current China IT Governance application level has a big gap with modern countries. IT Governance concept was introduced to China in 2002. In China, IT Governance study and practice is still in the learning phase，it is still necessary to comb out the IT theory and framework. Besides, in China there are few IT Governance cases. In existing cases, most of them only apply one IT Governance framework, e.g. ITIL, but no full IT Governance integrated framework. Furthermore, since IT Governance was introduced to China shortly, there is fewer long timeframe IT Governance study upon single enterprise. Per this situation, this thesis has 3 breakthrough points, the first one is to comb out IT Governance content, theory and frameworks(chapter 2), the second one is to analyze Motorola 10-year IT Governance practice (chapter 4), the third one is to introduce and analyze Motorola IT Governance System EQUIP-IT(Chapter 5). Chapter 3 is regarding Motorola development history and strategy changes, provides Motorola background information for chapter 4 and 5. In chapter 2, the author absorbs the worldwide IT Governance achievements, comb out IT Governance content, theory and framework. IT Governance content involves Corporate Governance, IT Governance, relationship of IT Governance and Corporate Governance, IT Governance Goals, IT Governance research scope, relationship of IT Governance and IT management. IT Governance theory includes 3 IT Governance theories, mainly introduces CISR IT Governance theory. IT Governance involves 5 popular IT Governance Framework, including COBIT, ITIL, ISO/IEC17799, PRICE2, CMMI and the new features of their latest releases. Then explores the steps to integrate and deploy IT Governance frameworks. Lastly the author summarize some popular integration models of IT Governance frameworks. The author suggests that IT Governance deployment should integrate useful frameworks, combines their features to form up one complete model of IT Governance frameworks. The author had ever worked in IT department of Motorola for more than 10 years, experienced the Motorola IT changes from separate IT infrastructure, application and processes to corporate integrated systems, IT infrastructure outsourcing and implementation of Motorola IT Governance system EQUIP-IT. Chapter 3 introduces Motorola development history as the background information. Then discussed Motorola vision changes from “What you never thought possible” to “Create shareholders valued and profit increase”, until “Seamless Mobility”. These vision changes lead to corporate strategy and competition strategy changes, then impact IT strategy and IT Governance, finally promotes corporate from separate systems into integrated systems. In Chapter 4, the author analyzes Motorola latest 10-year IT Governance practice through CISR IT Governance theory, including establishment of CIO position, IT Organization change, integration of IT infrastructure, revolution of IT cost allocation, IT infrastructure outsourcing, integration of master data and application, establishment of One Supply Chain IT and integration of IT Governance system. Via CISR IT Governance matrix, the author analyzes the root cause of separate systems in Motorola is the feudal decision making methodology by separate business units. Through the changes of decision making privilege for the 5 decisions, reveals the prologue of IT Systems integration. Through the case study, the readers can learn that even if fortune 500 enterprises, IT Governance is one long journey, needs a lot of efforts. IT Governance involves revolution of organization structure and processes, it does need the concept renew and full support from the senior leadership staff. The main goal of IT Governance is to support the whole enterprise strategic goals, ensure delivers the customer expected values, fully utilize IT resources, avoids IT risks. This case also reveals the changes of 5 IT major decision rights caused by IT Governance, then further analyzes overall Motorola infrastructure integration and outsourcing, master data and application integration, and integration of IT Governance systems. The analysis of systems analysis reveals that IT Governance can get obvious benefits in the first stage, e.g. integration of basic IT infrastructure. After that, integration of master data, application and IT Governance systems need more time and efforts, its benefits are often invisible. The main content of Chapter 5 is to introduce and analyze Motorola IT Governance System – EQUIP-IT. This system integrates current popular IT Governance frameworks ITIL, CMMI and internal ITG process. This provides one very good case of integration of IT Governance frameworks. First of all, this chapter introduces background, goal and implementation methodology of EQUIP-IT, analyzes the reason why uses ITIL, CMMI and internal ITG to integrate the full IT Governance system. At the meantime, analyzes IT organization change, and its integration with new business process. After that, introduces the project organization, process, progress, implementation methodology and benefits. ITG is Motorola internal system which is used to control IT portfolio and prioritization. This thesis illustrates its objective and benefits, describes requirement of business case. Then describes its approval levels, system roles and responsibilities. ITIL is used for IT service management, the author emphasizes the importance of IT service management. Then introduces the architecture and implementation of ITIL tools BMC Remedy ITSM 7.0. CMMI is used to control software development, the thesis analyzes the importance of software development management. Then describes the whole process of the B class SCAMPI audit, the result shows that there is still one gap with the requirements of maturity level 3. At last, describes the implementation and benefit of CMMI Tools – IPM. In the last portion of this chapter, the author analyzes the weakness of EQUIP-IT, proposes to use COBIT to replace ITG to enhance IT Governance, and utilizes ISO/IEC17799 to improve security management. At last, in the chapter 6 conclusion and prospect, reviews the main content and figures out the future study direction is how to learn the experience from oversea enterprises and benchmarks to domestic enterprises, and customizes per real situation in China. Besides, integration of IT Governance frameworks is still one topic to be further explored.
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