IT governance frameworks aren't sincerely implemented in India

IT governance frameworks such as ITIL are a must, but Indian organizations have yet to make the grade. Ashok Nayana, Wipro's general manager of technology, shares his ITIL implementation experiences.

Adoption of IT governance in India is on the rise, but is it driven by necessity or is it more of a me-too kind of adoption?

Frankly, IT governance is yet to be taken seriously in Indian organizations. Though people have started following IT governance practices, it still needs to mature.

Typically, there are different components to an IT governance framework such as availability management, capacity management and service-level management. You have to implement all these aspects equally across the organization, which is still not followed sincerely by many Indian organizations. Sometimes, IT frameworks take backstage in a day-to-day business environment.

We at Wipro have formed a core committee where senior members are involved. Thus, we try to fill those gaps and implement the necessary IT setup required for IT governance. However, we still see a lot of scope for further maturity.

Wipro has different units which include Wipro BPO, Wipro Infotech and Wipro IT Services. Wipro IT Services is much more advanced in terms of adopting different guidelines under the ITIL framework, whereas Wipro BPO is still developing. So we are now working at maintaining a balance within the organization.

Today there are many frameworks such as ITIL, Val IT, etc. How do you decide which framework is ideal for your needs?

We are ITIL-certified. After four years of implementation, we are now reviewing the existing setup and planning to modify things that suit the latest industry trends. We have set up a core team for this, which will work towards formulation of a new set of rules for entire Wipro.

We feel that ITIL is much more process-oriented than the other IT governance frameworks. Before we implemented ITIL, there were several gaps with respect to Wipro's overall service management. Today, the rules framed under ITIL are very much aligned with our business requirements. After ITIL, things have become quite structured. It's our experience that frameworks help properly plan and implement IT solutions.

We are ITIL-certified. After four years of implementation, we are now reviewing the existing setup and planning to modify things that suit the latest industry trends.
Ashok Nayana
general manager of technologyWipro

What were the challenges that you faced while implementing ITIL?

When we conceptualized this idea, the business leaders were initially reluctant about our proposal. However, over a period of time, our patience paid off, as we managed to explain the importance of an IT governance framework.

Business leaders are involved in decision making. This is because feedback on the implemented best practices from business people is extremely critical. So we have a forum at Wipro where we involve the chief executive officer, chief information officer, chief operations officer and the quality head for crucial decisions.

When it comes to assessments of your existing IT governance model, how do you go about it?

To make the assessment simple, we have a team of four people. Different areas (or practices) of the framework are distributed on a per-person basis.

For example, I look after capacity planning and availability management. I share my views with respect to the entire organization's requirements and suggest changes. Rest of the team handles various other aspects like service-level management, incidence management and problem management. These are the people who represent different Wipro units.

How do you measure the effectiveness of your IT governance framework?

We conduct internal audits on a quarterly basis. Apart from this, we have a third-party external surveillance audit. These external audits are important for renewing the certifications. This is done on an annual basis.

Internally, we have certain monthly information systems, where we give scoring on the basis of different parameters. For keeping track in a systemized manner, we have divided Wipro into four locations -- east, west, north and south. Last year, our location (Western region) became the best IT location for the entire Wipro group.

This is one of the best practices that we have in Wipro. We have a score card for each location. We also have parameters like antivirus management, licensed-unlicensed software, virus management, percentage of repeat calls and management of engineers. It is a compulsory practice for all the regional IT heads.

If an IT head rates low in these parameters, then he has to give an improvement plan. A year back, we scored very low due to some repeated issues. So we gave an improvement plan which we managed to successfully execute.

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