project management to project governance , knowledge management
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Project Management to Project GovernanceTRANSCRIPT
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture1
Project Management to Project Governance , Knowledge Management &
Productivity as Integral part of IT Governance "
Prof. K. SubramanianIT Adviser to CAG of India&Prof. & Director, Advanced center for Informatics & Innovative Learning, IGNOU
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture2
PM Governance: Enables to rapidly move up the e-Governance Evolution Staircase
Strategy/PolicyPeopleProcessTechnology
3. TransactionCompetition
Confidentiality/privacy
Fee for transaction
E-authentication
Self-services
Skill set changes
Portfolio mgmt.
Sourcing
Inc. business staff
BPR
Relationship mgmt.
Online interfaces
Channel mgmt.
Legacy sys. links
Security
Information access
24x7 infrastructure
Sourcing
Funding stream allocations
Agency identity
“Big Browser”
Job structures
Relocation/telecommuting
Organization
Performance accountability
Multiple-programs skills
Privacy reduces
Integrated services
Change value chain
New processes/services
Change relationships(G2G, G2B, G2C, G2E)
New applications
New data structures
Time
2. InteractionSearchable
Database
Public response/ email
Content mgmt.
Increased support staff
Governance
Knowledge mgmt.
E-mail best prac.
Content mgmt.
Metadata
Data synch.
Search engine
1. Presence
Publish
Existing
Streamlineprocesses
Web site
Markup
Trigger
4. Transformation
Cost/Complexity
Define policy and outsource execution
Retain monitoring and control
Outsource service delivery staff
Outsource process execution staff
Outsource customer facing processes
Outsource backend processes
Applications
Infrastructure
Value
5. Outsourcing
Constituent
Evolve PPP model
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture3
TEN Myths of PM
#1: Seasoned project managers planned for it. That is, they pursued an educational path that resulted in the official title of Project Manager.
#2: The best project managers are those that are certified or have a degree in it. #3: We can tell that a project is destined for trouble once it is really cranking
along. #4: The principle role of the project manager is to ensure that the schedule is
met. #5: Project management is just the science of figuring out where to apply your
heroes, versus where to apply the rookies. #6: A seasoned project manager is a silver bullet. #7: The best project managers are those that are promoted from within the
technical ranks of the organization. #8: Project management is just a more acceptable term for micro-management. #9: Project management is just the next management fad. #10: Project management is rigidly based on processes and prescribed
documentation. As such, it'll take more time to get anything done.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture4
Some More Powerful Myths of PM
1.Project workers are slaves 2: The plan predicts the future 3: Better safe than sorry 4: The methods work. 5: The manager motivates 6: Tidiness matters.
1.We don’t have time to back track
2. Working well together is fluff stuff
3.Document only what the boss wants to see
4.Don’t beat a dead horse 5.That’ll Never Fly Here
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture5
Governance Dimensions Effective Project Governance Requires:
well defined structures to enable and support the business delivery of projects
clear roles, accountabilities and responsibilities
project-related policies to provide the ‘ground-rules’ for projects
the knowledge of what to do and how to do it
the measures or metrics to know if the project has been successful
a consistent set of enabling and supporting processes
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture6
Project Governance –Issues & Challenges
Operational Integration Professional Integration (HR) Emotional/Cultural Integration ICT & Business Integration Quality-Price-Customization/Personalization
Integration
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture7
Projects Governance Imperatives
Without active, directed and informed project governance projects are doomed to under deliver.
Projects are established to implement change. Organizations are set up not to change
Delivery of the business results is the pre-requisite to the delivery of the business benefits and value.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture8
Project Governance Vs Project Team
The project team is in control of and can manage the project (under the governance team’s guidance) and deliver the project’s results. However, it is not in control of the business and, therefore, cannot deliver the business results without the assistance of the business through the governance team.
Project governance’s primary role is one of action (not control) — to ensure the project is successfully implemented and integrated into the business’ operations, sustained, and the associated benefits are realized and ‘banked’.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture9
Research FindingsBusiness Success & Business Risk
Effective project governance – alone could increase the realized value of a project by 10%. – It also reduces, by at least half, the business risks of the project
not succeeding.
A project’s business success,– is directly proportional to the level of effective project
governance.– our research has found governance ‘effectiveness’ to be a
rare commodity.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture10
Project GovernanceSkill Balancing & Education
Few executives in governance roles have the necessary skills, knowledge and experience
Few executives have had any formal training in their project governance roles
Business executives tend to approach project governance with good intentions, but with little governance-specific skills, knowledge and education. It is assumed by all parties that no such expertise is needed. This is a false assumption.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture11
What governance actions/inactions cause projects to fail?
Wrong personal goals Failure to champion the project Most governance problems are committed out of
ignorance Remoteness from project teams
Governance teams of failed projects often protest, “We relied on the information we were provided!” This is no excuse.
A key part of the project governance role is ‘managing by walking around’ — visiting the project team, talking to the team members and picking up the ‘vibes’
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture12
What are the measures of project success?
Wrong perspective — need for a ‘business outcomes’ focus
The measure of success is the achievement of the measurable business outcomes — an improvement to the business.
A broader definition of governance ‘success’ needed
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture13
Governance Success Vs Project Success
It is usually assumed that the governance measures of success are the same as the project’s measures and, therefore, implementing the project equals a ‘successful project’. This is a misconception
This becomes clear to governance teams when they are taken through a process to identify:
– their measures of success – their measures of failure – and the organization’s measures of success of their project
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture14
Organization’s measures
of success A seamless transition
It to be easier to access information
Better quality of information
Centre to be responsive
Managerial importance to be recognized in service levels
The regions still own the results
They know and understand how the process works Notice how limited the project’s measures of success are!
Focusing on meeting all of these measures of success is an important project governance team role.
Governance teammeasures of success
Delivering lower costs and efficiency savings so that the business sees the outcomes as valuable
Improving the quality of reporting in terms of accessibility, integrity, consistency and ease of use
Being seen to have delivered a consistent or enhanced service
Being a silent contributor to process improvement — reducing costs and providing a more effective overlay function
Receiving strong management support across the business
Standardizing nationally, ETC
Project measures of success
Establishment of a working national centre for accounting services
Decommissioning regional accounting positions and roles
Meeting the set SLAs within three months of the takeover of each state
Standardizing the reporting formats and accounting treatments nationwide
Eliminating duplicate tasks and processesETC
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture15
Governance through Leadership
Leadership is any behavior that develops or uses power to influence other peoples’ behavior. It is used by management to achieve enthusiastic, willing, zealous participation of followers to accomplish the organization’s objectives
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture16
MEDIATING FACTORS:MEDIATING FACTORS: Environment Environment Culture Culture
Structure Structure Standard Procedures Standard Procedures Politics Politics Management Decisions Management Decisions Chance Chance
ORGANIZATIONS & ICT
ORGANIZATIONSORGANIZATIONS INFORMATION INFORMATION TECHNOLOGYTECHNOLOGY
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture17
CasesProject Governance Analytics
Indian Railways-PRS Bhoomi-Karnataka’s Land records Project LOKVANI-UP Grievances Addressal Project GyanDOOT- MPs Tribal Literacy Project DMRC Metro Rail Project
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture18
Changing role Project Management in IS/IT in Enterprises
IS/IT project management earlier considered as budgeting exercise in the planning phase,time keeping effort in the tracking stage and didn’t embrace critical path concepts
Today Enterprise handles fundamentally multi projects Both development and non development work should be treated Resource Utilization IS AS IMPORTANT AS TASK AND PROJECT
COMPLETION Many IS/IT projects are abandoned before Completion There are many repetitive projects including maintenance and support
Project work is budgeted, usually on an annual basis
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture19
Success & Failure Analysis Multi sector-Multi location-Multi stakeholders Projects Lessons
Learned
1. Four Dimensions – 1.Process Dimension– 2.People Dimension– 3. Technology Dimension– 4. Resource Dimension
2.Automation to Transformation & Output based to Outcome Based
3. Service is paramount & Process is subordinate Focus on Services, Service Levels4.BPR- Choose carefully between Incremental Approach
& Radical Approach keeping Customer-friendliness, Efficiency & Effectiveness
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture20
Success & Failure Analysis Multi sector-Multi location-Multi stakeholders Projects
Lessons LearnedFour Dimensions
1.Process Dimension Translate to Transform2.People Dimension
– Inform them, Involve them & Incentivize adoption– Design an appropriate Change Management Strategy– Capacity Building-
Policy Level Management Level Operational Level
Project Development Conceptualize, Architect, Design
– Leadership Leaders can ..
Create Vision .. Prioritize .. Take Hard Decisions & Tolerate Failure
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture21
Success & Failure Analysis Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned
3. Technology Dimension– Prescribe & Follow
Open Standards and Open Technologies for Competitiveness & Sustainability and reduce TCO
– Design Systems forScalability
ReliabilitySecurity
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture22
Success & Failure Analysis Multi sector-Multi location-Multi stakeholders Projects
Lessons Learned4. Resource Dimension
– Sustainability is a Key Concern– Design an Implementation Model for Sustainability ...
- Financial - Organizational - Legal - Technological
– Combine PPP- Combine Efficiency & Customer Orientation
with Accountability
Service Level Agreements can be effective in measuring Quality of Service-- Create a framework for Service Level Management
User Charges can be a powerful resource-- Ensure Sustainability &Value for Money
Allocate Risks judiciously .. to the party that can take it best
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture23
Plan to Fail Analysis Projects
People failure
Decision making Failure
Design & Definition Failures
Project Discipline Failures
Standardization Failure
Costing Failure
Supplier Management Failures
HCI & System Usability Failure
Sustainability Failure (PPP)
Change Management/Impact failure
Technology Management & Management of Technology Failure
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture24
Fail to Plan Analysis Projects
Needs more Managerial focus Projects needs to be supplemented with organizational
change issues and organizational politics. The scale and complexity of organizational change
proposed by projects necessitates a managerial rather than technical approach
Addressing the Socio-Cultural Aspects
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture25
Reasons of Failure of Projects
Supplier Management Failures Project Discipline Failures Design & Definition Failures Decision Making Failures People Failure
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture26
Assurance Framework Model for PPP
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture27
Managing Project InterdependenciesCritical in (eServices) Infrastructure characteristics (Organizational,
operational, temporal, spatial) Environment (economic, legal /regulatory, technical,
social/political) Coupling and response behavior (adaptive, inflexible,
loose/tight, linear/complex) Type of failure (common cause, cascading, escalating) Types of interdependencies
(Physical, cyber, logical, geographic) State of operations (normal, stressed /disrupted, repair/restoration)
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture28
Knowledge Acquired, Lessons Learned & Future Directions-I
Implementation Through Committed Leadership (Integrating Polity and Bureaucracy) From Vision Mission Implementation-->Impact study->Improvisation
Create affordable robust ICT infrastructure and adapt System Usability concepts
Adapt standards for interoperability and Integratability Sustainable and affordable solutions: Cost Effectiveness –> e-
initiatives should pay for themselves Information bases are to be integrated, auditable and verifiable
and consistent and information integrity to be assured as Government as One, cutting the barriers of Business of allocation
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture29
Knowledge Acquired, Lessons Learned & Future Directions-II
Adapting a well planned “change management” drive Projectisation of IT & Good IT Projects management Employment Generation through Entrepreneurship
Implementation approaches (From Visioning to Completion)– Rapid prototyping– Citizen Centric initiatives roll out approach– Governance - Managed Approach– Rapid replication after pilot success--Take mature steps to rapidly move
up the e-Governance Evolution Staircase (attaining maturity)– Assure Quality and ensure front end web-enablement and backend
integration.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture30
With good planning and judicious choices of solutions to lower operating cost, these objectives can be achieved without significantly increasing expenditure.
Conduct centralized planning and coordination but decentralize implementation
Update Legislature where necessary to reflect new realities and capabilities
Reengineer to reduce inefficiencies Standardize to enable reuse of assets Tap into best practices codified in ERP packages Invest in Enterprise-class architectures Share infrastructure and services Partner the private sector (PPP)
Imp
lem
ent
atio
nP
lan
ning
and
Des
ign
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture31
Four Mantras of Good Project Governance
From Vision Mission Implementation-->Impact study->Improvisation
Projects Formulate, Architect, Design & Construct, Comprehensive Multi-tier Review, Monitoring & Feedback control
Collaborate, Communicate, Cooperate, Cowork & co-exist
IN PM, Logical Process Integration (ERP) superimposed with BI makes the Enterprise a creative and Innovative A mature accountable, transparent and Open Enterprise
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture3206/29/06 32
Institutional framework Technological
framework Financial framework Legal Framework
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture33
Ten Commandments for Survival Manage Knowledge Make decisions Be customer centric Manage Talents Manage Collaboration Build the right structure Manage Communications Set and adapt Global Standards Develop Leadership (to create wealth legally and ethically)
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture34
Striving for Project Governance Global Excellence Using ICE
Excellence is the result of
Caring more than others think is WiseRisking more than others think is safeDreaming more than others think is
PracticalExpecting more than others think is
PossibleImagining the Unimagined
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture3506/29/06 35NPC Sikkim May 2006
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture36
Create a Brave New World Where it is
"Not the leaders who Govern people but it is the people who let the Leaders Govern them.”
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture37
Innovation, Knowledge Management & Productivity
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture38
GLOBAL SHIFTWorld
is moving towards
Economy of Knowledge
from Economy of Goods
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture39
Transition Information Economy to Digital EconomyPeter Drucker Glider
Digital Economy
Task for a worker is how to do the job better
PETER DRUCKER
Network Economy
Not how to do the jobs
right, but what is the right job
to do
GLIDER
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture40
Knowledge Is PowerPerformance of Organisations
What's the path to better learning, better collaboration, and a better way to measure how well or poorly an organization is performing?
For many organizations, the answer is Knowledge Management.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture41
Reform Agenda:Reform Agenda:
QoL QoL Scorecards Scorecards
Productivity, Productivity, CompetitionCompetition
Gov Gov OutcomesOutcomes
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture42
Societal Driving Factors
Content Community Commerce Context Communication Collaboration
Products Price Packaging Penetration Protection Pace
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture43
Competition in Global Arena
Skills Talents Investments Markets Go beyond Efficiency and Productivity Create and attract new Enterprises Innovate rather than Imitate
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture44
Innovation & Productivity through ICE Technologies Quantity, Quality, Customization/Personalization & Price are
equal Better Packaging and Integration of Services Efficient Delivery and Distribution Management TCO minimized & ROI Increased Stronger Brand Imaging and better Innovative & effective
Marketing Better CRM and CEM Better SCM & ERM Better HRM (Innovative New Generation HR Policies for
Growth & Employee Retention) Creation, Evaluation and selection of appropriate, affordable &
sustainable Technologies
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture45
The FutureWin-Win Situation Needs
BrainTalentCulture CreativitySpeed
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture46
KNOWLEDGE WORK• Should have Autonomy & Associated
Responsibility• Continuous Innovation should be
built into the KW’s Job.• Continuous Learning & Continuous
Teaching should be part of the Job• Judgments rather than Measures
dominates KWs’ Productivity
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture47
KNOWLEDGE WORKERS VS MANUAL WORKERS
• Own the means of Production
• Totally Portable and Carry Enormous Value (ASSET)
• Organization Need them than they need the Organization
• Jobs Needs them• Convert this knowledge into
Performance Productivity & increase the Capacity of the Organization
• Carry valuable Experience
• Knowledge grown with experience
• Useful only at their Place of Work
• They need a Job
Knowledge Workers Manual Workers
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture48
A combination of technology, innovation, leadership and inspired workforce-Ingredients for India Development
The economic strength is powered by competitiveness
- The competitiveness is powered by knowledge power.
- The knowledge power is powered by Technology and Innovation.
- The Technology and Innovation is powered by Resource Investment.
- The Resource investment is powered by Revenue and Return on Investment.
- The Revenue is powered by Volume and repeat sales through Customer Loyalty.
- The customer loyalty is powered by Quality and value of products.
- Quality and value of products is powered by Employee Productivity and innovation.
- The Employee Productivity is powered by Employee Loyalty, employee satisfaction and working environment.
- The Working Environment is powered by management stewardship.
- Management stewardship is powered by Invisible leadership
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture49
Evaluating KM Strategies
Cost Culture Time to Implement Productivity Knowledge Retention People Retention Return on Vision
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture50
Evaluating KM Strategies
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture51
Innovation- a New Definition
innovation is not just creativity, individual inspiration, and bright ideas. "It goes way beyond that. It even goes beyond the commercialization of novel ideas, technologies, or products."
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture52
Innovation & Business Growth
businesses understand that their competitive advantage comes not from cost-cutting
but from – competing on the basis of innovation– distinctive know-how– and collaborative business relationships
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture53
Innovation-What is & NOT?
innovation will energize business growth and, when implemented well, will be a powerful driving force for profit and sustained value. But there is a need for a clear view of what innovation is and what it is not.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture54
Innovation is integral part of Enterprises’ Process Management
innovation must be seen as a core component of an organization's growth strategy and must be managed like any other process within the organization.
That means– targets must be set – funding and resources must be allocated – skills must be available to convert innovative ideas into
business – speed up the return on investment
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture55
Tools & Technologies for building Innovation
Building Innovation– needs to build imaginative business models, – creative ways of organizing, – a culture that sanctions experimentation,
learning, and managed risk.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture56
Innovation To Meet Market Forces & Needs
innovation is driven by market pressures and customer demands.
innovation is about smarter and faster ways of solving problems for customers and meeting market needs more imaginatively.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture57
Consumer’s Behavior
best innovations come from interactions with their customers and analyzing their customers' behavior.
‘Reality of Innovation Unzipped' -best innovations come from interactions with their customers and analyzing their customers' behavior--Bickerstaff
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture58
Innovation-Funding Beyond Technology companies do not & should not equate innovation
solely with technology, which is only a part of a much bigger picture.
Likewise, investment in innovation is not restricted to – research and development, – but extends to training and skills development,– market research, design, – use of advanced machinery and equipment,– engineering development, – and knowledge drawn from licenses and patents.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture59
The Innovation Quest Innovation must be managed like any other business process
No Time for Complacency And there are indeed some obstacles that must be overcome if
innovation is to be applied successfully, including risk and the length of time required to achieve ROI in innovation. Standing out as one of the most prevalent obstacles --complacency on the internal front, often brought about paradoxically by the success of existing systems, which can mask the need to change.
"The issue of lack of confidence in the company systems, and the lack of skilled people to execute innovation productively and sustain it, were identified as significant hurdles to be overcome,"
"The obstacles of short-term focus and the constant pressure to deal with the immediate and urgent as opposed to the future were identified as frequent alibis that can easily stop progress."
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture60
Success & Failure of Innovation adoption of a scattergun approach to
innovation can produce too many ideas and a lack of focus on how to deal with them.
"The perception that 99 percent of ideas fail was enough for many businesses to place innovation in the too hard basket"
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture61
Rapid Conversion of Ideas to Business Value
innovation will not be stopped. It is pervasive, it is the active ingredient in transforming business, but it must be managed like any other business process.
The challenge is to ensure that there is in place a repeatable and rapid means of converting ideas into business value.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture62
Forward Thinking Management Business ExperienceOutcome based approach
"Business today recognized the need for a disciplined process where what is learned can be replicated and embedded systematically in the organization."
"Coupling ideas and outcomes, and harnessing creative thinking in a disciplined way to solve a real problem, is new. The challenge is to ensure that the disciplined process does not destroy creativity and innovation, which depends on unfettered and divergent thinking." All of which requires forward-thinking management.
“It is confirmed that courage, vision, and leadership are required for companies to be innovative," Bickerstaff says.
there is a crucial role for government in helping to overcome the problems presented by compliance requirements, regulations, and some bureaucratic procedures.
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture63
InnovationBusinesses & Government Role
"Innovation only results in sustained productivity and prosperity for both companies and nations when it involves transforming the way business is done. This is a challenge that the leaders of both business and government share," says the foundation's Kennedy. "To take Australia's innovation journey forward, middle market firms believe business and government need to collaborate to create an environment that helps smart enterprises innovate - that is pursue new opportunities and manage the risks and uncertainties that are inherent in any innovation."
10th January 2009Prof. KS@2009 ISACA Delhi
Chapter lecture64
FOR FURTHER INFORMATION PLEASE CONTACT :-
E-MAIL: [email protected]
91-11-23219587
Fax:91-11-23217004
Office of the CAG,
10, B.Z. Marg,
New Delhi-110002
Let all of us work together to make India a Developed NationIT Governance is part of Corporate Good Governance