ISO/IEC 38500 Lead IT Governance Manager key terms

The system by which the current and future use of IT is directed and controlled, involving evaluating and directing the use of IT to support the organization and monitoring its use to achieve planned outcomes.

The responsibility of the board and executive management to ensure that IT sustains and extends the organization's strategies and objectives, aligning IT activities with enterprise goals and ethical principles.

The three core governance activities-Evaluate, Direct, and Monitor-that the governing body performs to ensure IT supports business objectives and operates within acceptable risk and performance parameters.

The governance activity of examining and judging IT proposals, opportunities, risks, and performance to inform decisions, considering business context and stakeholder needs.

The governance activity of assigning responsibility, setting direction through policies and plans, and ensuring that IT activities are aligned with business objectives and properly resourced.

The governance activity of overseeing IT performance and conformance through measurement, reporting, and assurance to ensure that plans are executed and objectives are met.

The person or group with ultimate authority and responsibility for directing and controlling the organization, such as a board of directors or equivalent, accountable for IT governance.

The highest-level governing body in an organization, responsible for setting strategic direction, overseeing executive management, and ensuring effective IT governance and risk management.

The senior executives responsible for implementing governance decisions, managing day-to-day operations, and ensuring that IT activities support the organization's strategic objectives.

The group of senior leaders who translate governing body directives into operational plans, allocate resources, and oversee the execution of IT-related activities across the organization.

The six foundational principles in ISO/IEC 38500-responsibility, strategy, acquisition, performance, conformance, and human behaviour-that guide effective governance of IT.

The principle that individuals and groups within the organization understand and accept their responsibilities regarding IT, with clear accountability for both supply and demand of IT.

The principle that IT strategy aligns with and supports the organization's business strategy, ensuring that IT investments and activities directly contribute to business objectives.

The principle that IT acquisitions are made for valid reasons, based on appropriate and ongoing analysis, with clear and transparent decision-making and a balance between benefits, opportunities, costs, and risks.

The principle that IT is fit for purpose, delivering the required service levels and quality to support business needs, and is managed to achieve planned outcomes efficiently and effectively.

The principle that IT complies with all mandatory legislation, regulations, contractual obligations, and internal policies, and that IT practices meet defined standards and ethical expectations.

The principle that IT policies, practices, and decisions consider and respect human behaviour, including the needs, capabilities, and expectations of people affected by IT.

The process of ensuring that IT strategies, investments, and activities are closely linked to and support the organization's business goals, priorities, and processes.

A comprehensive plan that outlines how technology will support and enable business objectives, including decisions on IT investments, architecture, sourcing, and risk management.

A documented justification for an IT investment or initiative, outlining expected benefits, costs, risks, and strategic alignment to support informed decision-making and prioritization.

The process of ensuring that IT investments and initiatives deliver the expected business benefits, are optimized for cost, and contribute to the organization's strategic objectives.

The management practice of tracking and ensuring that the intended benefits of IT investments are actually achieved and sustained over time, with appropriate measurement and accountability.

A structured set of principles, processes, roles, and responsibilities that guides how IT is directed and controlled, providing a consistent approach to decision-making and accountability.

The design of decision-making structures, processes, and relational mechanisms that determine how IT-related decisions are made, who makes them, and how accountability is enforced.

The authority assigned to specific roles or groups to make particular IT-related decisions, ensuring clarity on who is accountable for what within the governance framework.

The obligation of an individual or group to answer for the performance and outcomes of IT activities under their responsibility, including reporting and accepting consequences.

The potential for loss or harm resulting from uncertainties related to the use of IT, including strategic, operational, compliance, and reputational risks that could affect business objectives.

The coordinated activities to direct and control an organization with regard to risk, including risk identification, assessment, treatment, and monitoring to achieve objectives.

The amount and type of risk that an organization is willing to accept in pursuit of its objectives, providing boundaries for decision-making and risk tolerance levels.

The process of selecting and implementing measures to modify risk, such as avoiding, reducing, transferring, or accepting it, in line with the organization's risk appetite.

A favorable circumstance or possibility to use IT to create business value, improve performance, or gain competitive advantage, which must be evaluated and managed effectively.

The state of adhering to laws, regulations, contracts, and internal policies applicable to IT, ensuring that IT activities meet mandatory and voluntary obligations.

The laws, rules, and directives issued by governmental or regulatory bodies that impose obligations on the organization's use of IT, which must be identified and complied with.

The process of identifying, communicating with, and involving individuals or groups who affect or are affected by IT governance decisions, to ensure their needs and concerns are considered.

The quality of being open and clear about IT governance decisions, processes, and performance, enabling stakeholders to understand and trust how IT is managed.

The ongoing process of enhancing the IT governance framework and practices through regular review, feedback, and adaptation to changes in business needs and the external environment.

The use of metrics and indicators to assess how well IT is delivering value, managing risk, and meeting objectives, supporting evidence-based governance decisions.

An independent evaluation or review that provides confidence to the governing body that IT governance processes and controls are effective and compliant with requirements.