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- System Governance Handbook
- Table of contents
- Chapter 1. Introduction
- 1.1. An overview of system governance
- 1.2. About this book
- 1.3. Uses of system governance
- 1.4. Principles of system governance
- Chapter 2. System governance roles and responsibilities
- 2.1. IT decision makers
- 2.2. System governance sponsor
- 2.3. System governance manager
- 2.4. System governance committee
- 2.5. Other roles
- Chapter 3. System governance tools and techniques
- 3.1. Metrici Advisor
- 3.2. Assessment
- 3.3. Validation
- 3.4. Analysis
- 3.5. Criterion maintenance
- Chapter 4. System governance processes
- 4.1. Process overview
- 4.2. Business case
- 4.3. Initiation
- 4.4. Roll out (waterfall)
- 4.5. Roll out (iterative)
- 4.6. Annual review
- 4.7. Interim review
- 4.8. Project review
- 4.9. System review
- 4.10. Comparison and evaluation
- 4.11. Compliance audit
- 4.12. Proof of concept
- Appendix A. System governance reports
- A.1. Terms of reference
- A.2. System portfolio review report
- A.3. Iterative review report
- A.4. System governance review report
- A.5. Interim review report
- A.6. Evaluation review report
- A.7. Compliance audit report
- Appendix B. Example reports
- B.1. Example terms of reference
- B.2. Example system portfolio review report
- Appendix C. System governance meetings
- C.1. Committee briefing
- C.2. Criteria development workshop
- C.3. Iterative review meeting
- C.4. System governance review workshop
- C.5. Interim review meeting
- C.6. Evaluation criteria development workshop
- Appendix D. System governance training
- D.1. System governance overview
- D.2. System governance with Metrici Advisor
- D.3. System governance alignment
- D.4. Comparison and evaluation
- Appendix E. Cross reference
- Index
- System governance: the missing link in IT governance
- System Governance Handbook
- Contact Support
- FAQs
- Customers
- Contact Us
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2.2. System governance sponsor
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The system governance sponsor is responsible for maximising the value of system governance.
The sponsor represents system governance to the IT decision makers and other stakeholders. The sponsor obtains authority and resources for system governance, and is a champion for system governance.
The sponsor ensures that system governance follows objectives agreed by the IT decision makers. During initiation, the sponsor writes the terms of reference for system governance, and appoints the system governance committee to reflect these objectives. The sponsor has the final sign off of any system governance criteria, and the final say in the resolution of any disputes about criteria and assessments.
At each annual review, the sponsor presents the guidance from system governance back to the IT decision makers, and ensures that this gets appropriate visibility and advocacy. The sponsor obtains feedback from the IT decision makers, and makes sure that this is used to refocus system governance accordingly.
In many organisations, the sponsor is likely to be the IT director, chief information officer, or other senior IT manager. They are likely to be one of the IT decision makers.
In small organisations, especially those with an informal culture, it may be possible to combine the system governance sponsor role with parts of the system governance manager role.
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