TELKOM
NIKA
, Vol.12, No
.2, June 20
14
, pp. 429~4
3
6
ISSN: 1693-6
930,
accredited
A
by DIKTI, De
cree No: 58/DIK
T
I/Kep/2013
DOI
:
10.12928/TELKOMNIKA.v12i2.1834
429
Re
cei
v
ed O
c
t
ober 2
9
, 201
3; Revi
se
d March 27, 201
4
;
Accepte
d
April 15, 201
4
Information Technology Governance Framework in the
Public Sector Organizations
Lanto Ningr
a
y
ati
Amali*
1,
2
, M. Mahmu
ddin
1
, Maz
i
da Ahmad
1
1
Universiti Uta
r
a Mala
ysi
a
2
Universitas N
eger
i Gorontal
o
*Corres
p
o
ndi
n
g
author, e-ma
i
l
: ning
_ama
li@
ya
ho
o.co.id
1
, a
d
y
@u
um.edu.
m
y
2
, mazida
@
uuu.e
du.m
y
3
A
b
st
r
a
ct
This
pap
er
d
i
scusse
s the
fram
ewo
r
k
of IT (Inform
a
tion
T
e
chnol
ogy
)
gover
nance in the
pub
lic
s
e
ctor o
r
gan
i
z
a
t
io
ns a
nd
th
e
factors
that contri
bute
to th
e i
m
pl
e
m
entatio
n of
IT
gover
nanc
e in
the
provi
n
ce of Gorontal
o, Indon
e
s
ia. T
he prob
le
m that occurs i
s
the abse
n
ce
of such a framew
ork w
h
ich ca
n
provi
de the b
a
s
is, functions a
nd li
mits for th
e efficient
us
e of IT
resources, IT strategic al
ign
m
ent an
d the
ma
na
ge
me
nt o
f
risk in p
ubl
ic
orga
ni
z
a
ti
ons.
Descripti
v
e
a
p
p
roac
h use
d
to
ide
n
tify the pr
ocesses
an
d the
factors that co
ntribute to
the
imple
m
entati
o
n
of IT
govern
a
n
ce. T
h
is stu
d
y
show
s that the for
m
of th
e
IT
gover
nanc
e fra
m
ew
ork e
n
suri
ng succ
ess is r
e
late
d to ach
i
e
v
ing or
ga
ni
z
a
ti
ona
l go
als, strategic
ali
g
n
m
e
n
t,
resourc
e
man
a
g
e
m
e
n
t, and r
i
sk ma
na
ge
me
nt in th
e Ind
o
n
e
si
a
n
p
ubl
ic se
ctor, especi
a
lly
to the pr
ovinc
e
o
f
Go
ro
n
t
a
l
o
.
Th
e stra
te
g
i
c rol
e
o
f
IT g
o
v
e
r
n
ance
can
b
e
a
n
effe
cti
v
e
so
lu
ti
on
fo
r
ma
ki
ng
mo
re
co
n
s
i
s
ten
t
and
transpar
ent de
cisions
abo
ut strategies
and I
T
investm
e
nts in public sector
s
.
Ke
y
w
ords
: IT
gover
nanc
e, framew
ork, publ
i
c
sector
1. Introduc
tion
At pre
s
ent,
many o
r
ga
nizations have
begu
n a
dopti
ng a
nd
apply
i
ng the
pri
n
ci
ples an
d
pra
c
tice
of I
T
gove
r
na
nce in
ca
rryin
g out
or
g
ani
zation
al o
b
je
ctives. T
he
con
c
e
p
t of I
T
govern
a
n
c
e
has
be
come
in vogue i
n
publi
c
sect
or o
r
ga
nizations i
n
vario
u
s
cou
n
trie
s. In
Australi
a, IT govern
a
n
c
e h
a
s be
co
me a
key co
m
pon
ent of govern
m
ental a
c
tivity [1] becau
se
IT
govern
a
n
c
e
p
r
ovide
s
a
fra
m
ewo
r
k fo
r t
he g
o
vern
me
nt in eval
uati
ng, di
re
cting
and
monito
rin
g
IT
in publi
c
orga
nizatio
n
s. Me
anwhile in th
e Unit
ed Stat
es, IT govern
ance ha
s be
e
n
applie
d to set
policy i
n
p
ubli
c
o
r
g
ani
zatio
n
s
as a
form
of U.S.
gove
r
nment
actio
n
on a
nu
mbe
r
of organi
zatio
nal
financi
a
l rep
o
r
ting scan
dal
s [2].
New initiativ
e
s
for IT governance fram
eworks m
a
y be
re
quired fo
r the
effective
manag
eme
n
t of public orga
nizatio
n
s. On
e rea
s
on
s
is that best IT governa
nce practices imp
r
o
v
e
perfo
rman
ce
or
com
petitivene
ss of the
org
ani
za
tion
[3]. IT governan
ce i
s
exp
e
cted
to p
r
ov
ide
optimum
be
nefits to th
e
mana
geme
n
t in pu
blic
org
ani
zation
s.The provin
ce of
Go
ron
t
alo,
establi
s
h
ed b
a
se
d unde
r Indon
esi
an’s l
a
w num
ber 3
8
of 2000 an
d beca
m
e th
e 32 provin
ce
s in
Indone
sia
co
vers ha
s a
n
area
of 1
1
.9
67.64
km
2
an
d with
a
pop
ulation
of mo
re tha
n
1
mill
ion
(www.g
o
ront
aloprov.go.id
). The p
r
ovin
ce ha
s impl
e
m
ented
a p
r
ogra
m
of IT
govern
a
n
c
e
sin
c
e
2008
and b
e
cam
e
a pil
o
t proje
c
t in
Indone
sia
n
bure
a
u
c
racy reform. T
he obj
ective
of
transfo
rmin
g the bu
rea
u
cra
c
y wa
s to cre
a
te more
effective governa
nce a
nd mo
re
efficient publi
c
servi
c
e
s
, so l
a
ter the tran
sform
a
tion a
nd the fr
a
m
e
w
ork that in
spired it
coul
d
be extende
d
to
other pu
blic
sectors.
IT governan
ce poli
c
ie
s i
n
Goro
ntalo
provin
ce
for pu
blic
se
rvices
have m
and
ated g
o
o
d
govern
a
n
c
e
whe
r
eby eve
r
y governo
r a
nd re
gent o
r
(m
ayor a
s
is
known in so
m
e
places) wa
s to
ta
k
e
n
e
c
e
s
s
ar
y me
as
ur
es
in
ac
co
r
d
a
n
ce
w
i
th
the
dutie
s
,
fu
nc
tio
n
s
an
d
po
we
rs
o
f
e
a
c
h
to
th
e
impleme
n
tation of e
-
g
o
vernm
ent dev
elopme
n
t. T
h
is
wa
s to
be d
one i
n
, acco
rda
n
ce
with
Presi
dential I
n
stru
ction
nu
mber
3 of 20
03 on n
a
tion
al policy a
n
d
strategy d
e
velopme
n
t of e-
govern
m
ent.
The un
de
rlying IT gove
r
n
ance poli
c
ie
s in Go
rontalo
provin
ce
we
re to en
sure t
hat
the u
s
e
of inf
o
rmatio
n a
n
d
co
mmuni
cati
on te
chn
o
logi
es (ICT
) actu
ally
su
ppo
rte
d
gove
r
nm
en
tal
obje
c
tives.
The governm
ent
of Goront
alo
i
s
cu
rre
ntly very focused o
n
the
d
e
v
elopment
of
the IT
field, this is due to an incre
a
sin
g
publi
c
service[4
]. Pro
b
lems o
c
cu
rred is a wo
rk unit that acts
as
a man
age
r n
o
t optimal in
dealin
g with t
he devel
opm
ent of IT. Th
e lack
of co
o
peratio
n in th
e
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 16
93-6
930
TELKOM
NIKA
Vol. 12, No. 2, June 20
14: 429 – 43
6
430
planni
ng an
d developm
ent
of IT in the work
unit, so
e
a
ch
wo
rk u
n
it tend to devel
op individu
al IT.
This
sho
w
s t
hat the government
of Gorontalo shoul
d
have prop
er
plannin
g
to invest in the IT
field, by reco
gnizi
ng that the ben
efits of
IT governa
n
c
e is
esse
ntial for a comp
etitive advantage
and it
can
re
duce the
failu
re
rate
of IT
proje
c
ts. A
ccordin
g to th
e
IT Governan
ce In
stitute in
IT
govern
a
n
c
e g
l
obal statu
s
report in 20
08
that 80
percent of organi
zation
s re
co
g
n
ize the
con
c
ept
of IT governa
nce a
s
a pote
n
tial solutio
n
or
gove
r
na
nce frame
w
ork
within the org
anization.
To identify th
e effectivene
ss
of the IT
gov
ern
a
n
c
e,
the prin
cipl
es and p
r
og
ra
mmes
of
good
co
rpo
r
a
t
e govern
a
n
c
e sho
u
ld b
e
manifeste
d
in
the individua
l developme
n
ts applie
d by the
orga
nization.
This
pap
er in
vestigate
s
th
e manife
stati
ons
of IT gov
erna
nce p
r
o
c
esse
s, nam
el
y IT
police, IT o
r
g
anizational
st
ructu
r
e, IT
re
sou
r
ce
s,
ri
sk mana
geme
n
t
and IT
pro
c
esse
s to
see
if
they have ali
gned
with th
e purpo
se, vision,
strat
egy
, values
and
cultural no
rms of the p
u
blic
institution.
1.1
IT Go
v
e
rnan
ce In The Public Sector
IT governa
nce is an integ
r
al pa
rt of enter
pri
s
e g
o
ve
rnan
ce. It provides di
re
ction and
control to
en
sure
retu
rn
on
IT’s inve
stme
nts. IT
g
o
vernan
ce
co
nsi
s
ts of
stru
ctures, m
e
chani
sms
and a p
r
o
c
e
s
s to mana
ge,
dire
ct and m
onitor the im
plementatio
n
of an org
ani
zation’s IT, to the
extent that alignment of IT strategy
s
upp
orts the o
b
jectives of the organi
zation.
The id
ea
of IT gove
r
na
nce eme
r
g
ed in
the e
a
rly 1
9
90's an
d b
e
came m
o
re
im
portant
at
the begin
n
in
g of the new millennium
becau
se st
ra
tegic an
d go
od governan
ce p
r
a
c
tice
s
were
need
ed. Thi
s
eme
r
ge
nce wa
s ca
used in som
e
measu
r
e, a
s
a re
spo
n
se to govern
m
ent
regul
ation
s
regarding
info
rmation
poli
cy issue
s
,
such a
s
p
r
ivacy
of pe
rsonal
informatio
n a
nd
greate
r
tra
n
spare
n
cy of fin
anci
a
l inform
ation[5].
IT governa
nce al
so g
a
ine
d
tra
c
tion in th
e p
ublic
se
ctor d
u
rin
g
the sam
e
pe
riod[6]. The u
s
e of
IT gove
r
nan
ce fo
r be
tter com
p
lian
c
e a
nd control
over IT sp
end
ing in gove
r
n
m
ent and at t
he sa
me
time
to achieve v
a
lue an
d grea
ter perfo
rma
n
c
e
has b
een the
focu
s in the p
ublic
se
ctor.
Although the
publi
c
se
ctor
and the p
r
ivate sect
o
r
hav
e differen
c
e
s
both of them requi
re
effective IT governa
nce a
s
IT investm
ents n
o
w pl
a
y
an importa
nt role fo
r th
e economi
c
and
so
cial life
of t
he
comm
unit
y
[7]. Public
sector o
r
ga
nizations re
co
gn
ize th
e im
port
ance of
effect
ive
IT governan
ce for thei
r
su
ccess. IT
is n
o
t only im
port
ant for the
co
mpany'
s
b
u
si
ness, b
u
t al
so is
an integ
r
al p
a
rt of the pub
lic se
cto
r
, en
suri
ng the
d
e
l
i
very of the required results for the vari
ous
stakehol
ders[
8].
IT govern
a
n
c
e ca
n b
e
in
cl
uded
as a
co
mbination
of pro
c
e
s
ses, st
ructu
r
e
s
a
nd relation
al
mech
ani
sm
s in both
the
publi
c
a
n
d
private
se
ct
ors[7]. It is impo
rtant t
o
re
co
gni
ze
that
pro
c
e
s
ses,
st
ructu
r
e
s
and
relation
al m
e
cha
n
ism
s
ca
n be
ap
plied
to
serve
sp
ecific o
r
multi
p
le
goal
s in
com
p
lex align
m
e
n
t chall
eng
es[9]. These
three ele
m
ent
s
colle
ctively a
s
semble
wha
t
is
kno
w
n a
s
a
n
IT governa
n
c
e fra
m
ework. IT governan
ce
, in prac
tice, is
related to five import
ant
comp
one
nts
inclu
d
ing: IT
strategi
c ali
gnmen
t, val
u
e delive
r
y, risk ma
nag
e
m
ent, re
so
urce
manag
eme
n
t
and
perfo
rma
n
ce
mea
s
u
r
e
m
ent[10]. Th
ese
elem
ents, kno
w
n
a
s
d
o
main
area
s,
are
importa
nt factors in d
e
ci
sio
n
makin
g
, whi
l
e sup
portin
g
an IT govern
ance frame
w
ork[1
1
]. Dom
a
in
area
s
of IT g
o
verna
n
ce a
r
e e
s
sential in
su
ppo
rt
ing t
he
su
ccess
o
f
orga
nization
al gove
r
na
nce in
ensurin
g that improvem
ent
s
are m
e
a
s
ured effectively.
The do
main
area
s of IT g
o
verna
n
cea
r
e
explained
as follows: IT st
rategi
c alig
n
m
ent to
ensure
that
orga
nizationa
l planni
ng
a
nd alig
nme
n
t of an IT
strategy is
alig
ned to
bu
sin
e
ss
obje
c
tives a
n
d
coll
abo
rati
on solution
s;
value d
e
live
r
y to en
su
re
optimization
of IT co
st
s
and
proof of the v
a
lue of IT, wh
ich in turn ca
n prov
id
e the
benefits of I
T
; risk man
a
g
e
ment to en
sure
orga
nizationa
l aware
n
e
s
s i
n
un
derstan
di
ng the
ri
sks
with respe
c
t to ha
ndling
a
nd p
r
ote
c
ting
IT
assets a
nd to
provide fo
r di
sa
ster
recove
ry; re
source
manag
eme
n
t to ensu
r
e the
optimizatio
n of
kno
w
le
dge a
nd IT infrastructure and;
perfo
rman
ce
measurement
to ensure monitorin
g
of the
impleme
n
tation of the proj
ect plan, re
so
urce utilizatio
n and IT se
rvice
s
.
Domai
n
a
r
ea
s of IT g
o
vernan
ce in In
d
one
sia a
r
e
a
s
soci
ated
with gove
r
nan
ce in the
context of p
ublic
se
rvice
s
, which
req
u
ire
goo
d g
o
verna
n
ce.
To en
su
re t
he u
s
e
of IT in
sup
portin
g
th
e gove
r
nm
en
t’s obj
ective
s, attention to
the ali
gnme
n
t of IT
strat
egy, IT valu
e
delivery, re
source utili
zat
i
on efficien
cy,
risk ma
n
ageme
n
t an
d perfo
rma
n
c
e me
asure
m
ent
related
is
essential. In the
provin
ce
of G
o
rontal
o,
IT governa
nce i
s
need
ed p
r
ima
r
ily to en
su
re
IT
that can be
empowered
and ca
n meet the pr
incipl
es of
effectivene
ss,
efficiency
and
Evaluation Warning : The document was created with Spire.PDF for Python.
TELKOM
NIKA
ISSN:
1693-6
930
Inform
ation Technology Governan
ce Fram
ework in T
he Public .... (Lanto Ni
ngrayati Am
ali)
431
accepta
b
ility. The goal of
IT manage
ment in t
he end is to gu
arante
e
that IT reso
urce
s can
sup
port the g
oals of the G
o
rontal
o provincial g
o
vern
ment.
1.2
Indonesian’s
IT Go
v
e
rnance
In Indone
sia,
the abse
n
ce
of a clear framewor
k for
IT governa
nce, make it difficult to
asse
ss the
efficien
cy of the re
sou
r
ces
u
s
ed fo
r IT
an
d the mana
g
e
ment of ri
sks a
s
sociate
d
with
awa
r
en
ess
a
nd utilization
of IT gove
r
nan
ce
in
p
ublic
organi
zations[1
2]. The p
r
o
c
e
ss
of
evaluation a
c
tivities based
on the use o
f
IT in
local governm
ent is still less do[1
3
]. In
addition,
most IT proje
c
ts in u
n
its o
f
local gove
r
nment
o
r
gani
zation
s work
less to achie
v
e their targ
e
t
s
and
frequ
ent overlap
s
occur.
Fu
rt
he
rmo
r
e
wa
steful in
vestment
re
sults in
incre
a
s
ed
bu
dget
s t
hat
sho
u
ld be all
o
cate
d to developin
g
in IT infrast
r
u
c
ture
and othe
r rel
a
ted devices[
14]
.
The mai
n
p
r
oble
m
in I
ndon
esi
a
is that the communi
catio
n
and i
n
formation IT
infrast
r
ucture still i
s
feebl
e and
still lacks i
n
form
at
ion services[14]
.
This a
s
se
ssment i
s
al
so
appli
c
able
to
other Indo
n
e
sia
n
p
r
ovin
ces
of lo
cal g
o
vernm
ent
such
a
s
Kalim
antan, Sum
a
tera
and
Sula
we
si
.
Another issu
e in In
done
si
a is the
una
vailability of an IT m
a
ste
r
plan
for th
e
developm
ent
of IT that
ca
n be
u
s
ed
fo
r pla
nni
n
g
, d
e
velopme
n
t a
nd ma
nag
em
ent of el
ect
r
o
n
ic
informatio
n
systems.
Wh
at is
re
quired i
s
a lo
ca
l
gove
r
nment m
a
ste
r
plan
for the
developm
ent
of
IT as a
whole
to a
ddress IT gove
r
na
nce[15]. Thu
s
,
a ne
ed
for inf
r
ast
r
u
c
ture
i
m
provem
ents an
d
for con
d
u
c
tin
g
studie
s
for t
hat improvem
ent exists.
The above
stated issue
s
make Indo
n
e
sia
n
govern
m
ent feels it the time is ripe to
impleme
n
t IT govern
a
n
c
e
guaranteei
n
g
that the
u
s
e of info
rm
ation technol
ogy ca
n sup
port
govern
m
ent
obje
c
tives, ta
king i
n
to a
c
count e
fficie
n
t resou
r
ce u
s
e and m
ana
gement of
ri
sks
asso
ciated wi
th
IT.
2. Rese
arch
Metho
d
To
get a com
p
reh
e
n
s
ive
u
nderstan
ding
of
IT
gove
r
na
nce
in the
pu
blic
se
ctor G
o
rontal
o
provin
ce, will
do an
anal
ysis of the
factors th
at contribute t
o
IT governan
ce. This i
s
d
o
n
e
con
s
id
erin
g
of IT gove
r
n
ance h
a
s a
broad
def
in
ition [16], in
cludi
ng i
n
formation
syste
m
s,
techn
o
logy, communi
catio
n
s, bu
sine
ss, law and
othe
rs
with all co
mpone
nts of
the org
ani
zation.
De
scriptive a
ppro
a
ch ca
rri
ed out in thi
s
re
se
ar
ch
with the stu
d
y of literature, poli
c
ies
and
pro
c
ed
ures, tech
nical and
non-te
ch
nical
docu
m
entat
i
on and
dire
ct
observation.
At this stage t
he
basi
s
of IT im
plementatio
n
is devel
oped
on the
stru
ctu
r
es
and
processe
s involve
d
in ea
ch of t
he
IT governa
nce pra
c
tices
relevant to the purpo
se,
vision, st
rategy
, values
and cultural no
rm
s of
the orga
nization.
The
structure is under
stood as the exi
s
tence of a
set
of responsibilitie
s, namely the
extent of respon
sibility of
deci
s
io
n makers
with
in the
organi
zatio
n
to determine
the progress of
IT governa
n
c
e; sta
g
e
s
of the pro
c
ess refe
rs to the de
cisi
on-m
a
ki
ng a
nd pe
rform
a
nce
measurement
activities, ie
how far the fo
rmulat
io
n of busin
ess de
cisions, strategi
es and p
o
lici
e
s
IT in the o
r
g
anization
s, table 1
sho
w
s
the stag
es i
n
the re
se
arch. From thi
s
se
ssi
on, the
IT
govern
a
n
c
e framework of p
ublic
se
ctor o
r
gani
zatio
n
s i
s
develo
ped.
Table 1. Stru
cture
s
an
d Proce
s
se
s in IT governa
nce frame
w
o
r
k
Struct
ures
Processes
Tactics
GCI
O
(Gove
r
nm
ent Chief I
n
form
ation
Officer); CI
O (chi
ef information off
i
cer)
and IT committe
es.
Strategic IT decision making;
Strategic IT
monitoring.
Mechani
s
ms
Roles and respo
n
sibilities;
IT orga
nization structure.
Strategic informa
t
ion sy
stems
planning;
Mana
gement and
monitoring.
3. Resul
t
s
and
Discus
s
ion
3.1. IT Go
v
e
rnance in Gor
ontalo Prov
ince
IT governa
nce polici
e
s in I
ndon
esi
a
are
meant
to en
sure that IT govern
a
n
c
e i
n
publi
c
orga
nization
s co
mplie
s
wit
h
rules a
nd
regulatio
ns re
l
a
ted to IT,
so
it is ne
ce
ssa
r
y to a
s
se
ss the
compli
an
ce
of man
agem
ent qu
alificat
ions in
IT
g
o
verna
n
ce. I
T
gove
r
na
nce st
rategi
es in
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ISSN: 16
93-6
930
TELKOM
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Vol. 12, No. 2, June 20
14: 429 – 43
6
432
Indone
sia be
gan with the
vision and g
o
a
ls for the re
alizatio
n as society teleco
mmuni
cation
s and
informatio
na
of Indone
sia,
base
d
on
knowl
edge
by 2020, devel
oping inf
r
a
s
tructure, huma
n
resou
r
ces
an
d IT indu
stry
, regul
atory,
and fina
nci
a
l
org
anization
s to
carry o
u
t the finan
ci
ng
mech
ani
sm a
s
soci
ated wit
h
the new p
a
radigm.
IT governa
n
c
e ha
s eme
r
ged a
s
a fundame
n
tal b
u
sin
e
ss imp
e
rative to re
alize the
busi
n
e
s
s val
ue of IT[17].
He
furthe
r
said that
IT g
o
verna
n
ce
d
e
scrib
e
s
the distrib
u
tion of
IT
deci
s
io
n-m
a
ki
ng
right
s a
n
d
respon
sibil
i
ties a
m
ong
the
sta
k
eh
olders in th
e comp
any
and
establi
s
h
e
s
pro
c
ed
ures
and m
e
chani
sm
s to m
a
ke
st
rategi
c
deci
s
io
ns an
d monito
r IT
. IT
govern
a
n
c
e p
o
licy is
one I
T
governan
ce strategy
tha
t
was esta
blished
in govern
m
ent
re
gulati
on
numbe
r
6 of
2001
an
d n
u
m
ber 41
of 2
007. Th
ese
regulatio
ns were
expe
cted
to serve
a
s
an
impleme
n
tation gui
de fo
r the Ind
o
n
e
sia
n
gov
e
r
nment in
establishi
ng g
o
od gove
r
na
n
c
e.
Ho
wever,
th
e auton
omo
u
s
system l
o
cal gove
r
nme
n
t law
numb
e
r
22
of 19
99
gave fre
edo
m to
the local gov
ernm
ent to run, org
ani
ze
and ma
nag
e the interests of ea
ch lo
cal g
o
vern
m
ent
respe
c
tively. Govern
an
ce
polici
e
s IT in
the prov
in
ce of
Goro
ntalo are
d
e
ci
sio
n
s of leaders, who
give dire
ction
s
and li
mitations
about
what sh
oul
d b
e
achieved [
4
]. These l
e
a
dership
de
cisions
have
be
co
m
e
the
b
a
si
s of
policy or guidelin
es
fo
r the m
ana
g
e
ment of IT
resou
r
ces i
n
the
provin
ce of G
o
rontal
o.
In ord
e
r fo
r a
n
organi
zatio
n
to be
su
ccessful, organi
zation
s m
u
st
mana
ge info
rmation
well, so the t
e
ch
nolo
g
y investment
s ca
n give
good
result
s to the orga
nization.
The existe
nce a
good te
chn
o
l
ogy system i
s
cre
a
ted fro
m
a co
m
b
inatio
n of good
co
rpor
ate
governan
ce an
d go
od
IT governan
ce. The i
n
tellig
ence qu
otient
(IQ) of
an
organi
zation i
s
determi
ned
b
y
the extent to
whi
c
h IT infrastructu
re
has inte
rrela
t
ed
levels
and shares,
builds o
r
establi
s
h
e
s
an
orga
nizationa
l stru
cture[1
8
].
A good o
r
gan
ization
a
l structure involve
s
the
existen
c
e
of clear
role
s and re
sp
on
si
bilities
of the
steeri
n
g committee
and th
e IT
st
rategy
commi
ttee[16]. Prop
er
stru
ctu
r
e p
r
ovide
s
criti
c
al
function
s to regulate a
nd determi
n
e
s the impa
ct that IT d
e
ci
sion
-ma
k
e
r
s can have
in
organizations in determini
ng t
he progress of IT gov
ernance[16],[3].In general
the structure takes
the form of a formal po
sitio
n
and rol
e
(in
t
egrat
o
r), or o
f
a formal gro
up and (man
ageme
n
t) tea
m
setting [17]. Formal p
o
siti
on and the role of liaiso
n
refer to an individual who is offici
ally
appoi
nted to manag
e the co-o
rdin
ation
within an
d be
tween o
r
ga
ni
zation
al functi
ons.
IT govern
a
n
c
e stru
ctu
r
e in
an entity de
te
rmine
s
wha
t
roles
are a
nd ho
w gove
r
nan
ce
serve
s
in th
e
manag
emen
t of IT proce
s
ses, thi
s
structure un
derl
i
es the
whol
e pro
c
e
s
s of
IT
govern
a
n
c
e. IT govern
a
n
c
e
stru
cture in
Goro
ntal
o p
r
o
v
ince was e
s
t
ablished to e
n
su
re ad
equ
a
t
e
leade
rship ca
pacity as
wel
l
as wo
rki
ng
relation
shi
p
s
betwe
en work units (SKP
D) in pla
nnin
g
,
budg
eting, re
alizin
g the sy
stem, ope
rati
ng the sy
ste
m
, and evalu
a
ting the impl
ementation
of IT
in the govern
m
ent of Goro
ntalo province [4]. T
he IT govern
a
n
c
e
structu
r
e a
s
a
n
expre
s
sion
of
manag
eme
n
t prin
ciple
s
rel
a
tes to leade
rship an
d
the synergisti
c
rel
a
tions
hip bet
wee
n
wo
rk u
n
its
within the sco
pe of both internal a
nd external e
n
tities.
Acco
rdi
ng to
the IT Governa
n
ce Insti
t
ute, IT is critical an
d offers pot
ential
l
y high
contri
bution
s
to all an orga
nizatio
n's
strategie
s
whet
her tho
s
e be
in the various se
ctors of the
publi
c
or
priv
ate enterpri
s
e.The u
s
e of
IT in an
o
r
ga
nizatio
n
shou
ld co
nsi
der li
mited re
so
urce
s
with respe
c
t su
ch
appli
c
ation
s
, info
rmation, tech
nology, facili
ties an
d h
u
m
an resou
r
ces,
accou
n
ting fo
r the fa
ct that
IT re
quires a
high
co
st in
use. IT
governan
ce to
ma
nage t
he u
s
e
of
IT is an impo
rtant factor in
public o
r
ga
n
i
zation
s be
ca
use the reso
urces m
entio
ned above a
r
e
limited.
The m
a
in
su
ccess
of IT i
m
pleme
n
tatio
n
is
optimal
i
n
vestment,
u
s
e
and
allo
ca
tion of IT
resou
r
ces to
serve orga
nizatio
nal n
eed
s [11].
Policie
s and
procedu
re
s rega
rding
the
manag
eme
n
t of IT resou
r
ces in G
o
ro
nta
l
o prov
in
ce
should
serve t
he plan
ning a
nd mainte
nan
ce
of operationa
ls nee
ds
and
provide
guid
ance and
st
ri
ct limits in m
anagi
ng IT reso
urce
s. Th
is
policy should
includ
e stra
tegic alig
nm
ent of
IT in an orga
niza
tion, risk m
a
nagem
ent, and
resou
r
ce ma
nagem
ent. Policie
s an
d p
r
ocedu
re
s
sh
ould be
crea
ted to help
and
supp
ort
the
operation of IT govern
a
n
c
e
.
Relatin
g
to t
he IT resource m
ana
gem
ent, the st
ra
tegic ali
gnm
ent of IT wi
thin an
orga
nization i
s
the p
o
int at
whi
c
h a
r
chit
ecture a
nd IT
initiatives m
u
st be
align
e
d
with the
vision
and obje
c
tive
s of the provincial gove
r
n
m
ent [4]. The
alignment of IT strategy must en
sure that
this strategy is align
ed with
the organi
zat
i
on's o
b
je
ctives.
Priority ri
sks
in man
agin
g
IT inclu
ded
p
r
oje
c
t
ri
s
ks,
ri
sk
s t
o
inf
o
r
m
at
ion,
an
d
ri
sk
s t
h
e
su
staina
bility of the servic
e. Ri
sks m
anag
ement should
be a
n
ongoing p
r
oce
s
s with risk
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TELKOM
NIKA
ISSN:
1693-6
930
Inform
ation Technology Governan
ce Fram
ework in T
he Public .... (Lanto Ni
ngrayati Am
ali)
433
asse
ssm
ent and identifica
t
ion shoul
d minimize
risks and shoul
d
be adjuste
d at the end of the
risk event to reach an a
c
ceptabl
e level[10
]. Resource man
a
gement shou
ld be aimed
at
achi
eving efficien
cy and
effectivene
ss for the
using IT reso
urce
s, these cover: financi
a
l,
informatio
n, tech
nolo
g
y and human resource
s.
Re
so
urce mana
ge
ment focu
se
s on optimizin
g
kno
w
le
dge a
nd IT infrast
r
ucture.
Based
on the
polici
e
s a
nd
pro
c
ed
ures t
o
mana
ge th
e IT re
sou
r
ce
s re
qui
red
a
stru
cture
and
role
of t
he G
C
IO
(G
overnm
ent
Chief Inform
ation Officer) a
s
givin
g
advi
c
e
on IT
poli
c
y
developm
ent
of effective
a
nd effici
ent. I
n
ad
dition,
the role
of the
CIO
(Chief Information Offic
e
r)
and IT
com
m
i
ttee is al
so
a
b
sol
u
tely ne
cessary.
CIO i
s
respon
sibl
e
for
coo
r
din
a
ting the
plan
ni
ng,
reali
z
ation, d
a
ily operatio
ns an
d internal eval
uatio
n, co-ope
rati
on with
work units an
d o
t
her
use
r
s.
IT
Co
mmittee is resp
on
sible
for l
oadin
g
t
he inte
re
sts
of wo
rk u
n
its a
nd IT
u
s
ers,
coo
r
din
a
te pl
annin
g
, and IT operation
s
strategy.
3.2 Process
e
s
of IT gov
er
nance in Gor
ontalo Prov
ince
One
capabili
ty of IT governance i
s
the
ability of process (coo
rdination)[
17]. IT
govern
m
ent
pro
c
e
s
s cap
ability refe
rs
to the fo
rm
al
ization
an
d i
n
stitutionali
z
a
t
ion of d
e
ci
si
on
makin
g
with resp
ect to either strategi
c IT or IT monitoring p
r
o
c
ed
ure
s
[9]. The pro
c
e
ss
refers to
deci
s
io
n-m
a
ki
ng st
rategi
es,
IT system
s
strategy
pla
nni
ng, man
age
ment an
d mo
nitoring. T
he
IT
govern
a
n
c
e
pro
c
e
s
s invol
v
es the
impl
ementation
o
f
IT man
age
ment te
chni
q
ues an
d m
e
e
t
ing
polici
e
s a
nd p
r
ocedu
re
s by se
tting the IT strategy [19].
IT govern
a
n
c
e pro
c
e
s
se
s
are p
r
o
c
e
s
se
s intend
ed to
ensure th
at the prim
ary o
b
jective
s
of IT govern
ance can b
e
achi
eved a
nd that, pr
ocesse
s a
r
e
re
lated to the
achi
evement
of
orga
nizationa
l goals, re
so
urce mana
ge
ment, and risk mana
geme
n
t [20].
IT governan
ce
wa
s a
set of
processe
s u
s
e
d
by
orga
nization
s to ma
nag
e I
T
, to alig
n IT
with b
u
si
ne
ss goal
s, to
direct
IT proje
c
t resource
s, and to monitor IT perfo
rm
an
ce.
IT governan
ce process b
egan with
set
t
ing
goal
s and
direction of the
orga
nization'
s sta
r
t, and t
hen continu
e
d
to mea
s
ure perfo
rma
n
ce,
comp
are wit
h
obje
c
tives,
transfe
r an
d cha
nge t
he app
rop
r
ia
te destinatio
n. IT effective
manag
eme
n
t require
s knowl
edge of
the proce
ss, a proce
s
s that can usu
a
lly be arra
n
ged
according to the domai
n of planni
ng, del
i
v
ery, implementation, and
monitori
ng.
The pro
c
e
sses of IT governa
nce that
can be
identified and cont
ribut
e to the
impleme
n
tation of IT g
o
ve
rnan
ce
in a
ccorda
n
ce
with
the pu
rpo
s
e
of IT governa
nce i
n
G
o
ro
ntalo
provin
ce a
r
e
as follo
ws:
1.
System pla
n
n
ing i
s
a p
r
o
c
e
s
s inten
d
e
d
to
set th
e
vision
and
a
r
chite
c
ture
of
informatio
n
techn
o
logie
s
.
ln the ca
se of Goront
alo,
these i
n
clu
de the
neces
sa
ry consi
deration
s
rega
rdi
ng the
determin
a
tio
n
of IT for co
ntri
buting to
achi
eving the
goals
and n
eed
s of the
orga
nization and
th
e reali
z
ation
of pla
n
s
fo
r
th
e
i
m
pleme
n
tatio
n
of the IT
vision and
architectu
re.
System pla
nning i
s
ne
eded to
ma
nage
and
di
rect
all IT
reso
urce
s in
accordan
ce
with the org
a
n
izatio
n’s
stra
tegy and bu
si
ness pri
o
ritie
s
.
2.
Investment o
r
expenditu
re
manag
eme
n
t is the
me
ch
a
n
ism of p
r
oj
e
c
t IT initiatives that have
been
sp
ecifi
ed in the p
r
oject p
o
rtfoli
o for IT
initi
a
tives an
d is the implem
entation of a
road
map
to
be ma
nag
ed
in a
c
co
rdan
ce
with
bud
gets
or IT i
n
vestment.
Expenditure
manag
eme
n
t pro
c
e
s
se
s o
r
IT inve
stme
nt have
a
pu
rpo
s
e i
n
dem
onstrating th
at the ne
ed
fo
r
co
n
t
in
uo
us
impr
o
v
e
m
en
t in
IT
is
m
e
t
wit
h
co
st
ef
f
i
cien
cy
an
d that its
co
ntribution
to
busi
n
ess prof
itability with integr
ated and standardi
z
ed services
meet the expectations of
end-users.
3.
The re
alizatio
n of the syste
m
is a pro
c
e
s
s
aimed at im
plementin
g IT plans, ra
ngin
g
from the
sele
ction
of IT system
s
up to, and i
n
clu
d
i
ng, the
post-i
m
plem
entation eval
uation. Th
e
reali
z
ation of
this system
shoul
d also
est
abli
s
h proce
dures ali
gning
with organi
zationa
l
cha
nge m
a
n
ageme
n
t sta
ndards to
re
que
st post
-
i
m
pleme
n
tatio
n
revie
w
as
set out in th
e
impleme
n
tation plan.
4.
The
ope
ratin
g
sy
stem i
s
a
n
IT
se
rvice
d
e
liv
e
r
y pr
oc
es
s
,
w
h
ic
h pr
ovid
e
s
s
u
p
p
o
r
t
to
bu
s
i
n
e
s
s
pro
c
e
ss
man
ageme
n
t, to the pa
rties
who ne
ed
a
nd;
maintena
nce
of the syste
m
en
sures
that all IT resource
s functi
on to
sup
port
optimal syste
m
operation.
5.
Orga
nization
al
culture ref
e
rs
to a syst
em
in
which
meanin
g
s hel
d by
any m
e
mber of
an
orga
nization
help di
stingui
sh the o
r
ga
ni
zation
from o
t
her organi
za
tions[21]. Org
anizational
culture a
s
th
e value
syst
em that i
s
b
e
liev
ed a
nd
awa
k
e
ned
by the o
r
ga
nization
so tha
t
system eli
c
its com
m
on b
ehavior from
the me
mbers of the org
anization. Organi
zationa
l
cult
ur
e is on
e
suc
c
e
s
s f
a
ct
or in I
T
governan
ce that ne
eds attentio
n.
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 16
93-6
930
TELKOM
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Vol. 12, No. 2, June 20
14: 429 – 43
6
434
Processe
s
as de
scribe
d a
bove a
r
e
co
mpone
nts
or
domain
s
th
at sh
ape
and
i
n
fluen
ce
the ultimate
goal
of IT governan
ce
. Each p
r
o
c
ess sho
w
s
major
activities of IT. T
he IT
govern
a
n
c
e
pro
c
e
s
s invo
lves the i
d
e
n
tification
an
d form
ulatio
n of IT b
u
si
ness
de
cisio
n
s,
prio
rities, justi
f
ication, and
authori
z
atio
n of IT
investment deci
s
ion
s
,
monitoring a
nd evaluation
of
the implemen
tation of the
deci
s
io
ns of IT and IT
perf
o
rma
n
ce[22].Eventually, th
e pro
c
e
ss of IT
govern
a
n
c
e
managi
ng
re
sou
r
ces ne
ed
s m
onitori
ng
and
evaluatio
n, so
that fe
edba
ck for al
l IT
govern
a
n
c
e
pro
c
e
s
ses, such a
s
the a
c
hievem
ent
o
f
expected p
e
rform
a
n
c
e,
is en
sured. All IT
pro
c
e
s
ses n
e
ed to be asse
ssed pe
riodi
cally in ac
cord
ance with qu
ality control requireme
nts.
Perform
a
n
c
e
mana
geme
n
t of IT effectiv
ely re
qu
ires monito
ri
ng an
d eva
l
uation.
Asse
ssme
nt of IT proce
s
ses sh
ould b
e
regula
r
ly performed to en
sure quality and co
mplia
n
c
e
requi
rem
ents.
The pu
rpo
s
e is to mo
nitor an
d evalu
a
te the pe
rfo
r
man
c
e
of IT with re
sp
ect
to
approp
riate b
u
sin
e
ss re
qui
reme
nts, in terms of tr
a
n
sp
aren
cy, IT investment
s, be
nefits, strate
g
y
,
polici
e
s a
nd service level
s
i
n
accordan
ce
with the requ
ireme
n
ts of IT governa
nce.
The utili
zatio
n
of IT ca
n
control th
e pro
c
e
ss,
co
sts, a
nd minimi
ze t
he ri
sk of a b
u
sin
e
ss,
so that the o
r
gani
zation
ca
n contin
ue to
gro
w
and
co
mpete. The
use of IT in g
o
vernm
ent is
an
importa
nt investment for p
ublic resources. De
ci
si
on
-makin
g frame
w
ork for IT governa
nce of the
orga
nization
allows pu
blic orga
nization
s to ma
ke d
e
ci
sion
s mo
re tran
spa
r
e
n
t and
con
s
i
s
tent
with investment and IT
strategies.The
utilization of IT i
n
t
he governance
process,
in accordance
with the visio
n
of Goro
ntal
o provin
cial
gover
n
m
ent
can b
e
re
alized thro
ugh in
novation
s
in the
fields of
p
ubli
c
se
rvice, ma
nagem
ent, work
p
r
o
c
e
s
se
s, work
cultu
r
e, lead
ership,
and
p
o
licie
s,
so
as to imp
r
ov
e the efficie
n
c
y, effectiven
ess, and
t
r
an
spa
r
en
cy an
d
partici
pato
r
y so
ciety, with
out
being limite
d
by spa
c
e
and
time. Based
on the a
bov
e
theoreti
c
al
studie
s
, a pract
i
cal mo
del of
IT
govern
a
n
c
e f
r
ame
w
o
r
k of
publi
c
o
r
ga
ni
zation
s i
n
th
e
province of
Goro
ntalo
ca
n be
explai
ne
d a
s
sho
w
n b
e
low
(Figu
r
e 1
)
. Th
e IT governa
nce fra
m
e
w
ork is a
s
follows:
1.
Vision – G
o
rontalo p
r
ovin
cial gove
r
nm
ent's vi
si
on i
n
the field of
IT is to be
an innovative
provin
ce thro
ugh inform
ation and com
m
unication te
chn
o
logy. This illustrates t
he desi
r
e for
the future that will be achi
eved from
Gorontalo provin
cial governm
ent.
2.
Monitori
ng a
nd Evaluatio
n – monitor and evalua
te all proce
s
ses (syst
e
m plannin
g
,
investment
o
r
expe
nditu
re
mana
gem
en
t, syst
em re
alizatio
n,
ope
rating and
m
a
intena
nce
system, cultu
r
e) to en
su
re
that the di
rect
ion given was appro
p
ri
ate and follo
wed.
3.
Planning
syst
em, investme
nt or expendit
u
re
ma
nag
e
m
ent, reali
z
at
ion system, o
peratin
g and
maintena
nce
system, a
nd
culture – T
h
i
s
is th
e
p
r
ocess that is i
n
tende
d to en
sure that th
e
main obje
c
tives of governa
nce
can b
e
a
c
hieve
d
.
4.
SKPD – this i
s
the work unit
(department, agency, bureau, or o
ffice) of the local governm
ent
area of
the provincial a
nd d
i
strict o
r
city.
5.
Structu
r
e and
Roles – thi
s
is the definition of
work a
nd org
ani
zati
onal hie
r
arch
y, as well as
pro
c
e
s
ses th
at combin
e p
eople into tea
m
s a
s
wo
rk fl
ows acro
ss o
r
gani
zatio
nal
boun
dari
e
s.
6.
Policie
s –
the
s
e
are the
co
nce
p
ts
or a
b
a
si
c impl
eme
n
tation g
u
idel
ine fo
r pla
nni
ng the
work,
leade
rship an
d how to a
c
t.
To run the fra
m
ewo
r
k ba
se
d on the stag
es de
scrib
ed
above, the followin
g
are
re
quire
d:
1.
The
und
erlyi
ng p
o
licy
of
how IT g
o
vernan
ce i
s
exe
c
uted
o
r
p
e
rf
orme
d in
a
c
corda
n
ce
with
the obje
c
tives or boun
da
rie
s
mu
st be def
ined
by the G
o
rontal
o provincial g
o
vern
ment.
2.
The
stru
cture
and
the u
n
d
e
rlying
role
th
roug
hout th
e
impleme
n
tation of IT
gove
r
nan
ce
mu
st
be e
s
tabli
s
h
e
d
. In this
ca
se, a p
e
rso
n
or
entit
y that
has sufficient
ca
pa
city to
execute
an
d
impleme
n
t the planni
ng, fundin
g
, and
operation of
the
system realizat
ion, evaluation a
nd
impleme
n
tation of IT governan
ce.
3.
A work unit
(SKPD)
res
p
ons
ible for defini
ng
requirements in the implement
ation of I
T
initiatives an
d providin
g input on the
implement
at
ion of IT in particular o
peratio
nal IT
system
s mu
st be empo
we
red.
4.
IT pro
c
e
s
ses relate
d to th
e achieveme
n
t of org
ani
zational g
oal
s, re
sou
r
ce m
anag
ement,
and
ri
sk man
ageme
n
t, e
s
peci
a
lly in th
e p
r
ovin
ce
of
Go
rontal
o, must be
i
den
tified.
The
s
e
pro
c
e
s
ses contribute
to
the implem
e
n
tation of
IT
governan
ce
in acco
rd
an
ce
with the
purp
o
se of
IT
gove
r
na
nce
i
n
the
province of
Gorontal
o. The
s
e
hav
e a
continuo
u
s
life
cy
cle
with the moni
toring an
d evaluation.
5.
Monitori
ng a
nd evaluatio
n
unde
rlying the achi
evem
ent of expect
ed pe
rform
a
n
c
e mu
st be
cre
a
ted an
d can late
r be
used by manag
ement o
r
auditors, to determine
wheth
e
r the
pro
c
e
s
ses of
IT has do
ne
well.
Evaluation Warning : The document was created with Spire.PDF for Python.
TELKOM
NIKA
ISSN:
1693-6
930
Inform
ation Technology Governan
ce Fram
ework in T
he Public .... (Lanto Ni
ngrayati Am
ali)
435
6.
The d
e
si
re
s
o
f
the gove
r
n
m
ent in
Go
ro
ntalo p
r
ov
in
ce, acco
rdin
g t
o
its vi
sion
of
that which i
s
expected to
improve the
quality
of public
servi
c
es through the utilization
of IT in the
govern
a
n
c
e p
r
ocess of Go
rontalo provin
ce, mu
st be a
r
ticulate
d and
met.
Figure 1. IT Govern
an
ce frame
w
o
r
k of
se
ctor pu
blic i
n
Province G
o
rontal
o
Figure 1. IT governa
nce fra
m
ewo
r
k of pu
blic
organi
zati
ons in the p
r
o
v
ince of Go
ro
ntalo
4. Conclusio
n
This p
ape
r seeks to
contribute knowl
e
dge by
ide
n
tifying an IT g
o
verna
n
ce framework
for the pu
blic
se
ctor in th
e
provin
ce of G
o
ront
al
o. Thi
s
pape
r p
r
op
o
s
ed
as
a gui
d
e
in form
ulati
n
g
and ide
n
tifying are
a
s in IT
govern
a
n
c
e t
o
improv
e th
e
manag
emen
t of IT in public organi
zatio
n
s
so that they can provide op
tima
l benefits. The frame
w
ork i
s
built b
a
s
ed o
n
the g
o
verna
n
ce of IT
resou
r
ces tha
t
are
imp
o
rta
n
t and
affe
ct
the p
r
ovis
i
on
of publi
c
serv
ice
s
so
that I
T
re
so
urce
s
can
be em
po
wered to
sup
p
o
r
t the a
c
hieve
m
ent of IT
a
c
tivities in
accordan
ce
wit
h
the
purpo
se of
Goro
ntalo p
r
o
v
ince gove
r
n
m
ent.
Additionally, the frame
w
o
r
k
will e
nha
nce th
e
und
erstanding
an
d
confid
en
ce th
at ne
w
probl
em
s tha
t
arise
can
b
e
re
solve
d
q
u
ickly. Th
is IT gove
r
nan
ce fram
ewo
r
k
is fo
cu
sed
on
the
manag
eme
n
t
of IT processes th
rou
g
h
m
e
ch
ani
sms g
u
idan
ce, m
o
n
i
toring
and
ev
aluation. Su
ch a
framework
will also ensure that the
use
of IT
is really supporting the
objectives of
the
govern
m
ent, taking into a
c
count the ef
ficien
cy
of re
sou
r
ce u
s
e a
nd mana
gem
ent of IT risks
asso
ciated
wi
th IT. Ho
wev
e
r, furth
e
r research
is
ne
ed
ed to
test
an
d evalu
a
te thi
s
frame
w
o
r
k
so
that it may be used a
nd pro
v
ide improve
d
IT
governa
nce in the p
u
b
lic secto
r
in Goro
ntalo.
Referen
ces
[1] Rozemeijer
E.
F
r
amew
orks F
o
r IT
Mana
ge
me
nt-A Pock
et Guide
.
1st e
d
it
ion. Z
a
lt
bomm
e
: Van
Har
e
n
Publ
ishi
ng. 20
07.
[2]
Primack S. T
he F
i
nanc
ia
l I
m
pact of th
e
Sarb
anes-O
xl
e
y
Act o
n
S
m
all vs.
Lar
g
e
US
Pub
lic
Comp
ani
es.
T
hesis
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e
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Univers
i
t
y
of Califor
nia. 20
12.
[3]
Weill P, Ross
JW.
IT
Governance, H
o
w
T
op Performers
Mana
ge IT
Decisio
n
Ri
ghts
for Superi
o
r
Results
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n
: Harvard Bus
i
ness Sch
ool P
r
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[4] Pemprov
Gor
ontal
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Men
j
a
d
i Prov
insi In
ovasi M
e
la
lui
T
e
knol
ogi I
n
formas
i d
an
Komun
i
kasi
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Pemeri
ntah Pr
ovinsi Gor
ontal
o: Badan
Lin
g
k
ung
an Hi
du
p, Riset da
n T
e
knolo
g
i Informasi.
2008.
[5]
T
a
y
l
or P W.
Sl
ippi
ng Aw
ay?
State CIOs are St
ill on Firm Ground, but fo
r how
long
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200
9.
[6]
Helb
ig N, Hrdi
nová J, Can
e
s
t
raro D.
Enterprise IT
Governanc
e at the State Level: A
n
Emer
gi
ng
Picture
. T
he P
r
ocee
din
g
s
of the
10th
Intern
ation
a
l
Dig
ital
Governme
nt R
e
searc
h
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onfe
r
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20
09:
172-
179.
[7]
Camp
bel
l J, McDon
a
ld
C, Sethib
e T
.
Public and Pr
ivate S
e
ctor IT
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n
tif
y
in
g Co
nte
x
tua
l
Differenc
es.
Australas
i
an Jo
u
r
nal of Infor
m
at
ion Syste
m
s
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009; 16: 5-
18.
VISIO
N
Being Innovative province through
Information and
Communication Technolog
y
Planning
Sy
s
t
e
m
Investment
Management
Realization
Sy
s
t
e
m
Oper
ating and
Maintenance
sy
stem
Culture
PO
LICIES
Monit
o
rin
g
& E
v
aluati
on
SKPD
De
partment;Age
nc
y; Bureau;
Office
Struct
ure &
R
o
l
es
Gove
rnm
ent executive; Bu
siness unit ICT;Unit ow
n
e
rs
w
o
rk
Evaluation Warning : The document was created with Spire.PDF for Python.
ISSN: 16
93-6
930
TELKOM
NIKA
Vol. 12, No. 2, June 20
14: 429 – 43
6
436
[8]
Nfuka EN, Rusu L.
T
he IT
g
o
vern
ance
mat
u
rity in th
e p
u
b
lic s
e
ctor org
ani
z
a
t
i
ons
in
a
deve
l
op
in
g
country: T
h
e
c
a
se
of T
a
n
z
a
n
i
a
. Proce
edi
ngs
of the
Si
xte
e
n
t
h Americ
as C
onfere
n
ce
on
Informatio
n
S
y
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a
, Peru. 2010: 1
–12.
[9]
De Haes S, Va
n Gremberg
e
n
W
.
An Explor
ator
y
Stu
d
y
i
n
to IT
Governan
ce Implement
a
t
ions an
d its
Impact on Busi
ness/IT
Alignm
ent.
Informati
o
n Systems Ma
nag
e
m
ent
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0
9
; 26(2):12
3
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[10]
Gheorg
he M. Audit Metho
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