IT Strategy and Governance Training Course

Participants can design governance arrangements that clarify authority, accountability and escalation routes.

• ISO/IEC 38500 principles cover responsibility, strategy, acquisition, performance, conformance and behaviour
• COBIT 2019 governance and management objectives mapped to accountability
• Decision rights allocated using RAPID and a technology governance charter
• Three lines model separates management, risk oversight and assurance
• Board, executive and architecture forums designed with explicit mandates
• Escalation thresholds set for investments, risks, exceptions and benefits

Participants can identify stakeholder needs and convert them into prioritised strategic requirements.

• Stakeholder maps identify sponsors, users, regulators, suppliers and detractors
• Interviews elicit strategic pain points, demand patterns and constraints
• Capability heat maps expose performance gaps and investment priorities
• Customer journey analysis identifies technology-enabled service improvement opportunities
• Demand intake criteria classify mandatory, strategic, technical and local requests
• Problem statements define outcomes, scope boundaries, measures and owners

Participants can produce an evidence-based assessment of the current technology estate and its gaps.

• Current-state assessment covers applications, infrastructure, data, skills and suppliers
• Application portfolio inventories record business fit, technical health and cost
• Technical debt quantified using remediation effort, risk exposure and obsolescence
• Capability maturity ratings distinguish ad hoc, managed and optimised practices
• Baseline metrics establish cost, reliability, delivery and user-experience performance
• Gap analysis prioritises issues against strategic objectives and risk appetite

Participants can define a target operating model for technology services, roles and accountabilities.

• Target operating model defines services, processes, roles, locations and suppliers
• Operating model layers connect customer journeys, capabilities and enabling technology
• Service ownership assigns accountable leaders for outcomes, costs and quality
• Product, platform and project delivery models compared against demand characteristics
• Skills taxonomy identifies critical roles, proficiency gaps and workforce actions
• RACI matrices clarify handoffs between business, IT, security and vendors

Participants can evaluate strategic technology options and establish investment principles.

• Strategic options structured around growth, efficiency, resilience and compliance
• SWOT analysis tests internal strengths against external technology opportunities
• Make-buy-partner decisions assess control, capability, cost and market access
• Cloud adoption patterns matched to workload criticality, data and economics
• Platform strategies define reuse, interoperability, ecosystem and product boundaries
• Strategic principles convert choices into repeatable technology investment rules

Participants can use architecture methods to guide technology choices and reduce duplication.

• TOGAF architecture domains connect business, data, application and technology design
• Architecture principles govern interoperability, reuse, security and technical standards
• Reference architectures specify approved patterns for integration, hosting and identity
• Application rationalisation uses tolerate, invest, migrate and eliminate decisions
• Integration patterns compare APIs, events, batch transfers and shared databases
• Technology standards catalogues control exceptions, lifecycle status and ownership

Participants can establish sourcing and supplier governance arrangements aligned to strategic requirements.

• Service towers define scope, interfaces, service levels and retained responsibilities
• Supplier segmentation differentiates strategic partners, commodity vendors and critical dependencies
• Total cost of ownership compares internal, outsourced and cloud service options
• Contract governance sets performance reviews, change control and dispute routes
• Service integration and management coordinates multi-supplier accountability and reporting
• Exit plans address data return, transition support and supplier concentration

Participants can prepare financially credible cases for technology investment and benefits ownership.

• Technology cost models separate run, grow, transform and technical debt spending
• Business cases quantify benefits, costs, risks, dependencies and ownership
• NPV, IRR and payback calculations compare competing technology investments
• Benefits maps trace initiatives through capabilities to measurable business outcomes
• FinOps practices govern cloud consumption, tagging, forecasting and accountability
• Chargeback and showback models inform service demand and investment decisions

Participants can integrate technology risk and resilience requirements into IT strategy and governance.

• Risk appetite statements define tolerances for availability, data and third parties
• NIST Cybersecurity Framework functions align technology controls with enterprise risks
• Business impact analysis establishes recovery priorities, RTOs and RPOs
• Risk registers record causes, events, impacts, controls and treatment owners
• Control testing distinguishes design effectiveness from operating effectiveness evidence
• Technology resilience plans cover incidents, crises, recovery and communications

Participants can define governance controls for data assets, analytics and AI-enabled services.

• Data governance operating models assign owners, stewards, custodians and councils
• Data quality dimensions measure accuracy, completeness, timeliness, consistency and validity
• Master data policies define authoritative sources, matching and change controls
• Data classification guides retention, access, privacy and protection requirements
• AI use cases assessed for value, bias, explainability and accountability
• Model governance establishes approval, monitoring, retraining and retirement controls

Participants can align service management arrangements with strategic value, service ownership and performance.

• ITIL 4 service value system connects demand, value and practices
• Service catalogues define offerings, eligibility, fulfilment times and service owners
• SLAs, XLAs and operational level agreements align service expectations
• Incident, problem and change practices reduce disruption and recurring failures
• Service level metrics distinguish availability, responsiveness, resolution and satisfaction
• Continual improvement registers convert performance evidence into prioritised actions

Participants can govern strategic delivery while balancing speed, control, risk and benefit realisation.

• Product roadmaps sequence outcomes, releases, dependencies and decision points
• Agile governance balances team autonomy with funding, architecture and risk controls
• Stage-gate criteria govern major commitments, exceptions and benefit reviews
• Scaled delivery dependencies visualised through programme boards and integrated plans
• DevSecOps controls embed security, testing, approvals and traceability pipelines
• Delivery assurance reviews test scope, schedule, cost, risk and benefits

Participants can prioritise, govern and monitor a portfolio of technology investments.

• Portfolio segmentation separates mandatory, strategic, sustaining and experimental investments
• Weighted scoring models rank initiatives against agreed investment criteria
• Capacity planning balances demand against people, funding and supplier constraints
• Portfolio Kanban visualises intake, assessment, approval, delivery and benefit stages
• Investment thresholds determine delegated authority, board review and escalation routes
• Benefits realisation reviews confirm outcomes, adoption and corrective actions

Participants can define performance measures and reporting that support executive technology decisions.

• Balanced scorecards connect financial, customer, process and capability measures
• OKRs translate strategic themes into measurable technology outcomes and key results
• KPIs distinguish leading indicators, operational measures and lagging outcomes
• Executive dashboards present trends, exceptions, forecasts and decision requests
• Benchmarking compares unit costs, service performance and delivery throughput
• Metric definitions establish formulas, sources, refresh cycles and accountable owners

Participants can plan assurance activities and maintain evidence for technology governance obligations.

• COBIT 2019 design factors tailor governance components to enterprise context
• ISO/IEC 20000 requirements inform service management control design
• ISO/IEC 27001 control governance links risk treatment and evidence
• Assurance plans schedule reviews of investments, suppliers, architecture and controls
• Audit trails preserve decisions, approvals, exceptions and remediation evidence
• Compliance obligations mapped to policies, processes, systems and accountable owners

Participants can plan organisational change required to realise technology strategy benefits.

• Change impact assessments identify affected roles, processes, behaviours and incentives
• ADKAR plans address awareness, desire, knowledge, ability and reinforcement
• Stakeholder engagement plans specify messages, channels, timing and feedback loops
• Training needs analysis maps new capabilities to role-specific learning requirements
• Adoption metrics measure usage, proficiency, sentiment and workarounds after deployment
• Resistance management distinguishes legitimate concerns, sponsorship gaps and implementation defects

Participants can create a sequenced technology roadmap with dependencies, milestones and governance controls.

• Dependency maps sequence capabilities, platforms, data foundations and operating changes
• Transition architectures define interim states, migration paths and retirement milestones
• Roadmap horizons separate immediate commitments, medium-term increments and longer-term options
• Critical path analysis exposes schedule constraints, assumptions and decision deadlines
• Funding profiles align investment timing with affordability and benefit realisation
• Roadmap governance sets refresh cadence, triggers, ownership and approval points

Participants can communicate technology strategy, trade-offs and decisions effectively to senior stakeholders.

• Board papers frame decisions, options, recommendations, risks and requested authorities
• Technology narratives link architecture choices to mission, customers and financial outcomes
• Decision logs document rationale, dissent, conditions and follow-up commitments
• Executive presentations use evidence, trade-offs, scenarios and clear calls to action
• Stakeholder communications tailor detail, language and channels to decision rights
• Meeting cadences integrate portfolio, risk, architecture and service governance forums

Participants can produce, defend and refine a complete IT strategy and governance pack for executive review.

• Strategy brief states business context, strategic themes, scope and assumptions
• Current-state findings prioritise capability gaps, technical debt and service issues
• Target operating model assigns decision rights, service ownership and forums
• Investment portfolio ranks initiatives using benefits, risks, costs and dependencies
• Three-year roadmap sequences transition architectures, funding and measurable outcomes
• Governance scorecard specifies KPIs, review cadences, thresholds and escalation paths
• Executive presentation defends recommendations, trade-offs, risks and implementation controls