IT Governance – A Best Practice Framework for Planning and Deployment for Competitive Advantage

IT Governance – A Best Practice Framework for Planning and Deployment for Competitive Advantage



  • 25-26 February 2013 – RUNNING
  • 13-14 Mei 2013
  • 22-23 Agustus 2013
  • 28-29 November 2013


Aryaduta Hotel Semanggi /
Harris Hotel Jakarta


Full Fare : Rp 3.500.000,-
Early Bird : Rp 3.250.000,- (terbayar 4 hari sebelum terlaksananya seminar)
Group Price : Rp 3.150.000,- (3 peserta dari perusahaan yang sama)


Tatto Soegiopranoto

Formal Education

2003 : MBA program at Queen Elizabeth of North Georgia University. Majoring in Public Finance Development. Vancouver – Canada
1979 : Institut Pertanian Bogor, Bachelor Degree Faculty of Agriculture, majoring in Socio Economic.

Training & Seminar

1979 : FORTRAN & Assembly Programming Training for Texas Instrument Platform at PT Berca International Jakarta
1979 : BASIC Programming for Micro Computer, DASAAD Musin Concern Jakarta.
1980 : COBOL Programming Training at PT. Elnusa Jakarta
1981 : Statistical Analysis System (SAS) Programming for IBM Main Frame, IPB Bogor.
1982 : BASIC Language Computer Programming, Pusat Data Statistik Pertanian (PUSDATIK) Departemen Pertanian Jakarta.
1982 : SPSS ( Statistical Program for Social & Scient ) Training, Balai Penelitian Peternakan, Bogor
1983 : ISDN Seminar for Wide Area Network, IBM Bangkok – Thailand.
1985 : Local Area Network Training at Symme Darby Benhard, Penang, Malaysia
1987 : Network Planning & Global Networking Workshop, Microsoft Singapura
1988 : Executive Development Program Bank at Bank Susila Bhakti, Jakarta
1989 : Development Management Skill Training, Citibank Jakarta
1989 : Total Quality Management Training, Astra Indonesia – Jakarta
1992 : Selling Skill Training, Bank Muamalat – Jakarta
1992 : Credit Analyst Training Bank Muamalat – Jakarta
1993 : TCP/IP Training, INIXINDO Jakarta.
1994 : Outbound Training – Personal Development, Pulau Bidadari-Kepulauan Seribu, Jakarta. Prepare by PT. Astra Motor Indonesia.
1994 : Training for the Trainer, Service Excellence Program. Bank Muamalat – Jakarta.
1996 : Facilitator for Syariah Trade & Financial Management Workshop, Bank Muamalat Jakarta.
1996 : Manajemen Dana Pensiun, Lembaga Manajemen Universitas Indonesia – Jakarta
1997 : “Trade Finance Trainning”. Perbanas, Jakarta.
1997 : “Banks Investation & Fund Manager’s Trainning”, Indonesia University, Jakarta
1997 : Lokakarya Reksadana Syariah : “Pasar Modal dalam perbankan Syariah” as Speaker.
1998 : Prinsip Akutansi Syariah untuk Bank dan Perusahaan Asuransi, Universitas Trisakti, Jakarta.
1998 : Islamic Bank and Economic Forum, Bahrain
2003 : Project Management Professionals (PMP) Certification, Jakarta
2003 : Islamic Banking : Risk Management, Regulation and Supervision. Bank Indonesia

Work Experience

2008 : Developing “Business Continuity Planning & Disaster Recovery Planning Procedures” for PT. Jamsostek Indonesia.
2008 : Risk Management Audit as a BASEL II Policies for Bank BNI46 Jakarta
2007 – now : IT & Sharia Advisor for Primer Koperasi MABES AU. Developing Koperasi Sharia System and Procedure.
2006 : Consultant for Core Banking Assessment and Data Center Audit. Bank Pemerintah Daerah Sulawesi Utara
2005 – 2006 : Develop and implementation Information Technology Capacity Planning and Contingency Plan Procedure for Bank Permata.
2003 – 2004 : Architect & designer for Bank Muamalat Application New KIBLAT
2003 – now : Sharia Advisor for Sharia IT PT. Sigma Cipta Caraka
2003 : Consultant for BNI 46 Syariah, as Technology Business Requirement reviewer. Join with Financial Network System (FNS) Australia and IBM Jakarta as counterpart.
2002 : Consultant for AJB Bumiputera Syariah, as Technology Business Analyst and Product Architecture.
2002 : Consultant for Bank Danamon Syariah. Assessment and Planning Information Technology for Unit Usaha Syariah Danamon.
2003 : As Project Manager for IT Implementation at Unit Usaha Syariah Bank Danamon.
2000 – 2001 : Consultant and Trainer for Syariah Banking at Institut Bankir Indonesia / LPPI. Establish Pengembangan Perbankan Syariah IBI, the new department in IBI/LPPI.
As a trainer for regular program : Service Excellence, Selling Skill, Building Islamic Worker, Trade Finance, Bank Operation, Management Skill.
1992`- 2000 : Bank Muamalat Indonesia
1997 In charge to establish Muamalat Pension Fund.
Responsible to set up the Terms & Condition of Pension Fund under the guidance of Ministry of Finance, setting up the system and internal procedure in relation to other Muamalat banking product
1996 : System & Procedure Department
1994 : Operation Head at Main branch, Head Office Jakarta. Acting for Regional Operation Jawa and Kalimantan.
1992 : Technology & System Development
1988 – 1992 : Bank Susila Bhakti
1988 : Executive Development Program Training
1989 : Operation Department – Jakarta
1991 : Branch Manager, Mangga Dua Branch – Jakarta
1987 – 1988 : General Manager, PT Nusantara Komputer. Focusing in Training and Consultant
1983 – 1987 : PT. Perkebunan Wilayah I – Sumatera as Technology Development Program Advisor for PT Perkebunan I – PT Perkebunan IX.
1982 – 1983 : Balai Penelian Ternak, Departemen Pertanian as researcher for Small Ruminant in Collaborative Small Ruminant Research Program, Davis University – California Project.
1981 : Conoco Oil, Badak – Kalimantan, as Operator Honeywell Bull Level 6 machine


“The Board of Directors is well aware of its role to oversee the company’s organizational strategies, structures, systems, staff, performance and standards. As President, it is my responsibility to ensure that they extend that oversight to the company’s IT as well, particularly with our growing reliance on IT for competitive advantage, we simply cannot afford to apply to our IT anything less than the levelof commitment we apply to overall governance.”

The issues, opportunities and challenges of effectively governing an organization’s Information Technology (IT) demands and resources has become a major concern of the Board and executive management in enterprises on a global basis. Therefore, an integrated and comprehensive approach to the governance of IT and its resources is becoming critical to more effectively align, invest, measure, deploy and sustain the strategic and tactical direction and value proposition of IT in support of the business.


The seminar presents an integrated approach to IT governance by guiding the participant through a comprehensive IT Governance framework and roadmap and its major components, which addresses the following goals:

  • Strategic alignment of IT with the business
  • Responsible utilization of assets and resources
  • Ensures that IT delivers on its plans and commitments
  • Establishes and/or improves accountability of all constituents
  • Manages risks and contingencies proactively
  • Improves IT accountability, audit-ability, compliance, performance and maturity

The material leverages and integrates current and emerging industry best practices, standards, guidelines and leading company case studies.


  1. Module 1 : Executive Summary
    • Executive’s View of IT
    • Definition and Purpose of IT Governance
    • IT Governance Assessment Maturity Model
    • Integrated IT Governance Framework and Roadmap
    • Key Governance Roles, Responsibilities and Accountability
    • IT Governance Decision Rights
    • Demand Management
    • Balanced Score Card for Business and IT
    • Prerequisites for Creating a Successful IT Governance Program
    • Future State of IT Governance – A Blueprint Concept
  2. Module 2 : Foundations of IT Governance
    • Why Do Organizations Need an IT/Business Governance Policy and Process
    • Value propositions from Best-in-Class Companies on Governance
    • Key IT Resources and Functions to be Managed
    • Three Critical Pillars of IT Governance – Organization/People, Process and Technology
    • Results of Ineffective IT Governance
    • Steps in Making IT Governance Real
    • A Generic Governance Process Improvement Model
    • A First Step – Understand Current Maturity of IT Governance
  3. Module 3 : Integrated IT Governance Framework and Roadmap
    • Benefits of Using an Integrated IT Governance Framework
    • Integrated IT Governance Framework and Roadmap
    • Select Examples of Current and Emerging Business/IT Strategy and Governance Best Practice Reference Models, Frameworks and Standards
  4. Module 4 : Business/IT Alignment Excellence
    • The Board’s Role in Driving Business/ IT Alignment
    • Principles of Aligning IT to the Business More Effectively
    • Business and IT Plan Integration Flow
    • Business and IT Strategy Development Framework and Outline
    • IT/Business Alignment & Portfolio Management Triangle
    • The Five Stages of IT Investment (Portfolio) Management Maturity
    • IT Engagement (Relationship) Model
  5. Module 5 : Program/Project Management (PM) Excellence
    • Value Propositions of PM from Leading Organizations
    • Principle for Achieving Excellence in Program/Project Management
    • PM Maturity Model
    • Linking IT/Business Plans to PM and Beyond
    • PM Life Cycle Phases, Components and Key Templates
    • IT Demand Management Gate Process Flow and Select Decision Criteria
    • Fast Track versus Complex PM Initiatives (Scalable and Flexible Process)
    • PM Governance and Escalation Framework
    • PM Key Metrics – Mandatory and Discretionary
    • The Roles of the Program Management Office (PMO)
  6. Module 6 : IT Service Management and Delivery (ITSMD) Excellence
    • Principles for Achieving IT Service Management and Delivery Excellence
    • Benefits of IT Service Management and Delivery
    • What is ITIL and Why is ITIL Different?
    • ITIL Framework and an Overview of the Twelve Process Areas of ITIL (e.g. configuration mgt., asset/financial mgt., incident mgt., problem mgt., change mgt., release mgt., service level mgt., capacity mgt., service continuity mgt., capacity, mgt, etc.)
    • Steps in Making ITIL Real
    • IT Service management and Delivery Assessment Maturity Model
    • Conducting a ITSMD Health Check
    • Select ITSMD Metrics
  7. Module 7 : Outsourcing and Vendor Management Excellence
    • The IT Balancing Dilemma
    • The Outsourcing Decision-Making Scorecard
    • Major Outsourcing Trends, Issues and Challenges
    • Differences Between Domestic and Off Shore Deals
    • Empowering Executives to Outsource
    • Vendor Selection Process Flow
    • Key Vendor Evaluation Criteria
    • Key Governance Roles, Processes and KPIs
    • Summary Steps in Vendor/Outsourcing Selection, Contract Negotiations and Management
  8. Module 8 : Performance Management, Management Controls and Risk Management
    • Principles for Achieving Performance Management Excellence
    • What Key Performance Indicators Should Be Tracked?
    • Linking Critical Success Factors to Key Performance Indicators
    • Governance Calendar and Balanced Scorecard
    • Select Examples of KPIs in Support of IT Governance Components
    • Key IT Management Controls
    • Risk Assessment, Management and Mitigation
  9. Module 9
    • Summary,
    • Lessons Learned,
    • Critical Success Factors and Next Steps
  10. Module 10
    • Select Case Studies
  11. Module 11
    • Discussion


The seminar has been designed specifically for Executives (CXOs, VPs, Directors and/or Managers) involved with or responsible for directing, planning and implementing and sustaining an IT governance policy and process. It is intended to be a, “How to Seminar on IT Governance,” that is pragmatic, actionable and useable on Monday morning and takes you through a step by step approach to help transition an organization from its current state to a future state of a higher level of IT governance maturity and effectiveness.

The seminar has something for everyone who is or should be involved in the process – ranging from an Executive Overview of IT Governance to more detailed modules that address alignment, execution (e.g. Program/Project Management, IT Service Management and Delivery), performance management, risk management and mitigation, outsourcing, etc.).




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