The paper is on the governance framework of Queensland University of Technology. The paper sheds light on the current IT governance effectiveness of UCIT model. The IT government arrangement matrix shows mechanism and describes the decision making responsibilities of respective departments. Linking IT governance of the university with strategy will add value to the processes.
The effectiveness of QUT governance framework can be asses through six indicators. The QUT has well defined strategic direction, goal and values of the University. The Council continuously plans and monitors the vision. The role and power of Council are well established. The structure, composition and membership are as per the code of best practice established by governance of Australian Universities. The procedure of the council follows with best practice principles.
The role, ethical conduct and responsibilities of Council, are properly provided in Council charter. The council provides strategic direction and prepares the foundation for management of University. The council has adopted Weill and Ross model that effectively establish the rights, responsibility and accountability framework that aim to achieve desirable behaviour by using IT.
The Council is responsible for approving policies and procedures of universities. The QUT regulates University’s ethical behaviour and compliance with its obligations. The Council is accountable to government and reports the performances of University’s. The Council ensures effective and efficient operation of University by timely review and monitoring. The Council has effective risk management and compliance management. The council has effective and appropriate committee structures. The QUT with IT governance committee connect University operating model with strategy (QUT governance framework 2014).
The above table describes the IT governance arrangement matrix of QUT. The yellow box signifies the decision rights and green box depicts the input rights.
The congruence IT governance framework at QUT shows the relationship between IT and Council goals. The Council vision is to serve the society by making its distinct reputation at global level. The main driver for growth is combining academic strength with practical engagement with industry. The QUT values are designed such so as to enable each member of University Community and Council to discharge their obligations ethically by observing the high standard of behaviour. The University aims to provide speedy and flexible solutions. The QUT is working ethically and in a socially accountable manner so as to become a good corporate citizen.
The Council in congruence with IT governance committee is working to enhance quality education. To build an effective corporate governance system, it is necessary to align the IT governance with Council strategy. The IT monarch with QUT decides the IT infrastructure and d IT architecture. The Vice Chancellor in congruence with IT committee prepares policies on IT principle, university application needs and level of investment in IT. The performance of Council is measured in its quality of the relationship with Universities. QUT has put considerable efforts in developing IT practices and capabilities. The VC strategic governance committee has been formed for centrally funded IT projects (IT governance at QUT 2003).
The QUT has effective corporate governance framework, but they are still struggling with aligning strategic significance of IT. The staff involved in IT planning and development is not clear about role of council. The council is unable to communicate effectively with university for embedding IT project approval and maintenance. The case study explains that governance and management is more accountable and effective in developing strategic plans and budget allocations.
The council has adopted Weill and Ross model that focuses on maintenance and ongoing development rather than increasing accountability on return on Investment. However, with the establishment of ITSGC, the committee is playing vital role in planning, development and implementation of IT in university. The QUT is unable to ensure proper balancing of IT resources. The council has failed to establish cost-effective control structure as per the financial and performance management standards. The QUT IT governance is not stable and is amended year to year (IT governance at QUT 2003).
QUT can shape effective IT governance by carefully designing it for each IT domain. The council should emphasis on few goals and encourage desirable behaviour from each staff. The Council top level should be educated about the importance of IT governance. The sound IT governance practices help University to achieve success. The Vice Chancellor is recommended to bring greater transparency in existing governance arrangements. The council vision, goals should be made in congruence with IT governance.
QUT should fully harness the IT resources by establishing it as effective benchmarking tool. The effective implementation of QUT IT governance framework will help the university in better managing the relationship with students. The university staff will receive the benefit from common database infrastructure to collect integrate and distribute data across the university. The effective IT governance will be helpful in providing appropriate, meaningful, accurate, reliable and timely data to staff f (IT governance at QUT 2003).
IT governance at QUT. 2003. [Online]. Available at: https://eprints.qut.edu.au/253/1/Fraser_IT.pdf [Accessed on: 5 Oct 2014].
QUT governance framework. 2014. [Online]. Available at: https://www.mopp.qut.edu.au/A/A_01_01.jsp [Accessed on: 5 Oct 2014].