Parkinson and Baker 2005 (†577)Parkinson, Michael J. A., and Nicholas J. Baker. "IT and Enterprise Governance" ISACA Journal (ISACA, 2005).
- governance : It is important to distinguish between governance and management, and the definition makes it clear that there is at least a point of contact if not actual overlap. The need for formal governance processes arises when those who are in control of the assets of an organisation (management) are not the owners of the organisation. The owners or principal stakeholders appoint individuals (the board) to guide the organisation on their behalf. These individuals, working with top management, establish governance processes to ensure the effective delivery of organisational objectives. Enterprise governance is largely about frameworks and processes. It is the way in which decisions are made and outcomes monitored. Organisational management are stewards of the resources of the organisation on behalf of its owners; the board guides and monitors the activity of organisational management as representatives of the owners. (†1102)
- governance : Recent research has illustrated that governance has two equally important aspects -- doing the right thing (driving performance) and doing things the right way (ensuring conformance). An organisation will not remain healthy by simply complying with law and good business practice, but without this compliance, it is very likely to fail. ...Well-governed organisations establish processes with the objective of achieving, first, the purpose for which the organisation was established and, second, the requirements of legislation and regulators. (†1104)
- information governance : IT governance is an integral compontent of enterprise governance, just as IT is integral to modern organisations. IT governance must address issues of performance (value generation) and conformance (regulatory compliance). A governance framework require a process of reporting actual performance - assurance that processes put in place are working as expected. (†1103)