Wie kommunizieren Sie die Ergebnisse der IT-Governance-Leistung an verschiedene Stakeholder?

◼️Incorporate Feedback to Understand Audience Needs: Beyond tailoring your message, it's crucial to establish feedback mechanisms to better understand how different stakeholders perceive and process the information you provide. Gathering insights on what resonates or where confusion may arise helps in fine-tuning your approach, ensuring that your communications are not only relevant but also effective in meeting the specific needs and expectations of each audience group.

I completely agree that understanding your audience is crucial when communicating IT Governance performance results. 1. Tailor your message to their interests and knowledge levels to ensure clarity and relevance. 2. Use visual aids like graphs and charts to simplify complex data. 3. Highlight key metrics relevant to each group—business alignment for senior management and operational improvements for IT staff. 4. Provide context to explain the significance of the data. 5. Use plain language for non-technical stakeholders. 6. Adapt the format to suit each audience, showcase success stories, and solicit feedback to improve future communications.

To effectively communicate IT governance performance, tailor your approach for each stakeholder. Executives prioritize strategic outcomes, emphasizing ROI and risk management. IT management needs detailed reports to optimize processes. Operational teams benefit from practical insights into efficiency gains. Business units require direct impact highlights relevant to their operations. External stakeholders, like regulators or clients, seek transparent updates on compliance and reliability. Understanding each audience ensures effective communication, fostering alignment and engagement.

Um dos princípios do COBIT 5 trata sobre esta questão, levantando a importância de "Atender as necessidades das partes interessadas". Desta forma, podemos separar este princípio do COBIT 5 em 03 partes e explorar sua correlação com o tópico deste artigo. 1) saber quem são as partes interessadas, 2) conhecer suas necessidades e 3) atender suas necessidades. Para conhecer as "partes interessadas" precisamos aplicar outro princípio do COBIT 5, que é "permitir uma abordagem holística", ou seja, como a palavra holística é derivada do grego “holo” e pode significar "completo", "inteiro", precisamos avaliar o todo (visão sistêmica) para conhecer e identificar as partes interessadas. Os itens 2) e 3) serão explicados em outro artigo.

Effective IT governance performance communication builds trust, secures support, and drives improvement. The ability to adapt communications to different audiences by first identifying your audience, and then defining your key performance indicators, will enable the production of summary overviews, detailed reports, interactive dashboards, and presentation material. Establish regular reporting cadences with additional reporting as required. It is a gain in trust and credibility through openness and transparency in performance, consistency in messaging across different channels, and recommendations for improvement.

Effective data management is crucial for turning raw numbers into valuable insights. This requires clear goal setting and stakeholder collaboration to ensure data is not only collected, but also analyzed and presented in a way that highlights its value. Shared responsibility for interpreting and acting on data is essential to driving continuous improvement and achieving desired effectiveness.

Antes de falar do propósito, precisamos identificar qual é o objetivo que se espera alcançar. Isso pode fazer toda a diferença. Um dos princípios do COBIT 5 é "Separar a Governança da Gestão" e este princípio foi estabelecido com um objetivo muito claro: Deixar claro os papéis e responsabilidades em todos os níveis, permitindo maior harmonia entre a visão estratégica, tática e operacional. Desta forma, sabendo qual objetivo está norteando os envolvidos e identificando a linha mestra que conecta os objetivos estratégicos, táticos e operacionais será mais fácil definir o propósito e aplicar as melhores práticas para conduzir este trabalho.

Clarify the intent behind sharing performance results. Whether it’s demonstrating compliance, showcasing efficiency gains, or highlighting risk management, a clear purpose guides your communication.

Define your purpose After identifying your audience, clarify the purpose of your IT Governance performance communication. What's your goal? Which messages are essential? What questions must you address? Ensure your purpose aligns with your audience's needs. For instance, aim to inform, persuade, educate, or inspire about IT Governance's value. State your purpose upfront to guide your content. In my experience, a well-defined purpose streamlines your communication, making it more effective for diverse stakeholders in technology management and software development.

Define your purpose before crafting a message: Are you informing, persuading, educating, or inspiring? Jim.Cowart@us.gt.com - Grant Thor... Identify key messages tailored to your audience and address their main questions upfront to keep them engaged. Use a clear and concise structure, like the 'inverted pyramid' model, where you start with the most critical information and gradually provide more details. Avoid using technical jargon that may confuse your audience or lead to misunderstandings.

Use the Balanced Scorecard approach (BSC) approach When communicating IT Governance performance to top management (CXO levels). Provide an overview of overview of KPIs across four main areas: financial performance, customer satisfaction, internal processes, and learning and growth. The goal is to demonstrate the strategic alignment of IT with business objectives and the ROI on IT investments.

Leverage established frameworks such as COBIT or ISO/IEC 38500. These provide a structured and universally recognized foundation for conveying complex IT governance performance metrics.

O relatório ou material de apresentação pode utilizar mais de um framework ou metodologia. O mais importante é que esta estrutura consiga "explicitar" todos os elementos que compõem o AS IS e o TO BE. Gosto do modelo "Elevator Pitch", pois é conciso e abrange a mensagem em alto nível que precisa ser passada. Este modelo define o Público-alvo, fala sobre as dores (AS IS), apresenta a proposta de solução (TO BE) e os próximos passos. Ou seja, independente de utilizar framework ou metodologia, a forma como estruturarmos a narrativa fará toda a diferença.

Use a framework Leveraging a framework enhances the structure of IT Governance performance communication. It ensures logical and consistent presentation, aligning with organizational objectives and standards. Framework options like COBIT, ITIL, ISO 38500, or Balanced Scorecard should align with the organization's context and culture. Explain the chosen framework to your audience, clarifying its relevance to your purpose and message. In my experience, a well-chosen framework facilitates clear communication and aids stakeholders in understanding IT Governance performance in technology management and software development.

A framework organizes IT Governance reports, aligning IT activities with organizational goals. Popular options include COBIT, ITIL, ISO 38500, and Balanced Scorecard. Selecting the right framework depends on your organization’s context and needs. Once chosen, explain its components and relevance to your audience to build credibility. Use the framework to structure your report or presentation, highlighting key findings and progress towards goals.

Um dos princípios do COBIT é "aplicar um modelo único integrado", desta forma, propõe controles e atividades baseados em melhores práticas (aplicadas em diversas empresas), auxiliando os mecanismos de avaliação de capacidade e maturidade de processo. Importante salientar que as análises baseadas em dados e fatos, reduzem a ocorrência de "viés de interpretação" e "definição de ações corretivas baseada em narrativas inconclusivas".

Ground your communication in concrete data and evidence. Highlight key performance indicators (KPIs) that matter to each stakeholder group, fostering a transparent and data-driven discussion.

El uso de indicadores como son los KPIs y KRIs nos pueden ayudar a conocer los avances anuales o mensuales en el nivel de cumplimiento de todas las partes interesadas. Saber si existen contratiempos, prioridades o incluso, si se trata de un potencial riesgo el que un indicador esté por debajo de lo esperado. Compartir las gráficas comparativas y ser lo más puntuales posibles en la información, la información a presentar debe ser validada con las áreas involucradas antes de presentarlas en un comité formal.

Use data and evidence In IT Governance communication, data and evidence play a pivotal role. They substantiate results, benefits, and challenges, fostering credibility and transparency. Employ relevant, accurate, and timely data that resonates with your audience. Metrics, benchmarks, surveys, and case studies are powerful tools. From my experience, grounding your communication in concrete evidence aids stakeholders in grasping the impact of IT Governance in technology management and software development, leading to informed decisions and continuous improvement.

Metrics and indicators provide quantifiable evidence of IT Governance performance, using KPIs like system uptime and cost savings. Benchmarking against industry standards shows how your organization compares and highlights improvement areas. Surveys and feedback offer qualitative insights into user satisfaction and the effectiveness of IT Governance. Use this data to support your key messages and illustrate the impact of IT Governance on organizational goals.

Stories have a unique power to evoke emotion and interest. Think beyond the numbers; share anecdotes, scenarios, or examples that resonate with our audience. A well-crafted story about how our IT governance positively influenced a critical project can leave a lasting impression, connecting people to the human side of our achievements.

Visual aids and relatable stories humanize performance data. Infographics, charts, and anecdotes transform abstract figures into tangible narratives that resonate with varied audiences.

Use visuals and stories Leveraging visuals and stories in IT Governance communication captivates the audience's attention and simplifies complex concepts. Charts, graphs, and images make data more accessible. Stories and examples add depth and context. Choosing engaging visuals and stories relevant to the audience enhances comprehension. In my experience, this approach not only conveys IT Governance performance effectively but also creates a lasting impact, aiding stakeholders in understanding and connecting with the information in technology management and software development.

Stories have the power to captivate and resonate with your audience. When communicating IT governance performance, framing your data within a narrative can make it more relatable. For instance, sharing a success story about a major project that benefitted from strong IT governance can illustrate the value of your efforts. Narratives can simplify complex ideas. By personifying data through stories, you can make abstract concepts tangible. For example, explaining how a particular policy change improved user experience through a customer’s story can make the impact more understandable.

◼️Incorporate Feedback to Refine Communication: Establishing feedback loops is essential for refining communication strategies and improving stakeholder engagement. By actively inviting and responding to feedback, you create opportunities for dialogue that can reveal areas for enhancement. This iterative process not only helps in fine-tuning your messages but also ensures they address the evolving needs and concerns of your audience, ultimately fostering more effective and meaningful interactions.

Create an open forum for questions and feedback. Encourage stakeholders to share their insights and concerns, fostering a collaborative and constructive dialogue around IT governance performance.

Fomentar un feedback y comunicación transversal (quitando de por medio las jerarquías) con los diferentes interesados por medio de comités donde se muestren indicadores claves y de interés para el gobierno de TI. Toma de decisiones en los comités, así como realizar propuestas de mejora continua, conocer si se lograron o no los objetivos y el porqué. Recordar al forum que toda opinión es válida y si consideran necesario se pueden abarcar más temas en el comité, mantener una agenda y en caso de ser necesario actualizarla para optimizar los tiempos y temas a tratar.

Invite feedback and dialogue In IT Governance communication, fostering feedback and dialogue is crucial. It allows assessment of communication effectiveness and identifies areas for improvement. Moreover, it builds trust and collaboration. Inviting audience feedback, being open, responsive, and respectful to their input, and following up with additional information or support enhances engagement. From my experience, creating a two-way communication channel not only refines IT Governance performance communication but also promotes a culture of continuous improvement and responsiveness in technology management and software development.

Um dos grandes desafios da comunicação de resultados de desempenho é garantir o entendimento e as ações a todos os envolvidos. Uma ferramenta importante é o plano de comunicação, pois além de identificar as partes interessadas, define todos os elementos de comunicação de acordo com a matriz RACI (Responsáveis, Responsabilizados, Consultados e Informados). Isso fará toda a diferença, desde os envolvidos todas as etapas de construção e entrega (por exemplo, quem deve participar de reuniões estratégicas, reuniões de acompanhamento, construção, testes, etc).

Connect performance results to broader organizational goals. Demonstrating how IT governance aligns with strategic objectives reinforces its integral role in achieving overall success.

Conocer el organigrama organizacional para evitar triangular la información es relevante para el Gobierno de TI, mantenerte al tanto de los potenciales riesgos para evitar que se materialicen y contar con visibilidad en todas las áreas involucradas serán de gran ayuda. La definición de roles es crucial para que todos puedan conocer sus diferentes alcances y no exista una mala segregación de funciones. La comunicación transversal debe fomentarse para evitar demoras por cuestiones de jerarquías.