1. Select one case from amongst OPTION A, OPTION B, OPTION C, OPTION D, and OPTION E. 2.

Based on the text of your selection, identify which among the three specific governance objectives would be most pressing to that situation of the entity. Justify in one or two sentences. [5 percent of examination grade] 3. Based on the governance objective you identified for your selected case, list the enterprise goals that would be primarily related to such governance objective. Justify the relationship of each item on your list in one or two sentences. [15 percent of examination grade] 4. Make a listing of primarily related IT-related goals for each of the enterprise goals you listed in item [3]. Justify the relationship of each IT-related goal to each enterprise goal on your lists in one or two sentences. [30 percent of examination grade] 5. Make a listing of primarily related IT-related processes for the governance of IT for each of the IT-related goals you listed in item [4]. Justify the relationship of each IT-related process for the governance of IT to each IT-related goal on your lists in one or two sentences. [50 percent of examination grade] Submission is from 18 August 2011, Thursday, at 18:00H [6:00 p.m.], to 19 August 2011, Friday, at 00:00H [12:00 a.m.], Philippine standard time, through electronic mail only. Submissions before 18:00H [6:00 p.m.] of 18 August 2011, Philippine standard time, earn additional five percent to the assessed grade. [Illustrative example: assessed grade, 75; grade with additional five percent (75 + 5), 80]. Submissions after 00:00H [12:00 a.m.] of 19 August 2011, Philippine standard time, will be penalized with a five percent reduction to the assessed grade. [Illustrative example: assessed grade, 75; grade with five percent penalty (75 - 5), 70]. OPTION A: SUN MICROSYSTEMS Since its inception in 1982, a singular visionThe Network is the Computer has propelled Sun Microsystems to its position as a leading provider of industrial-strength hardware, software and services that make the Internet work. Suns 30,000-plus employees are located in 100 countries around the world. Suns information technology [IT] department global scope and scale includes supporting the Sun community with 600 applications, six data centers, 1,700 data center servers, 600 terabytes of data, four million internal web pages and five million e-mails per day. Figure 1 shows the organizational structure of Sun IT in 2004. It starts with the strategy, architecture and technological direction. From there, the

system development, integration and deployment are organized closely around the type of business systems being dealt with, such as demand creation systems or engineering and fulfillment systems. The IT service management group is focused on defining processes, standards and tools that bridge the development and the service delivery worlds. Application support and operations focus on service support and delivery. The governance organization focuses on budget and monitoring activities.

Sun Microsystems IT department was facing many issues in early 2004, including: Increased pressure from the boards audit committee to demonstrate, in a quantifiable way, that it was working on the right things in the right way, that the work was being done well and that it was adding value to the company Evaluating its internal control framework related to the US SarbanesOxley [SOX] Act of 2002 and the increasing awareness of the value of a broad internal control framework Identifying core vs. noncore activities, as outsourcing was more seriously explored as an option to focus on core competencies and to reduce costs Reevaluating the IT organizations internal structure and alignment to be sure all areas are covered without unwanted redundancy

OPTION B: BLACKBOARD, INC. Blackboard Inc. [NASDAQ BBBB] is a leading provider of online education products and services with more than 2,400 clients in more than 60 countries. The company has more than 50 employees in offices in Washington DC, and Phoenix, Arizona, USA; Amsterdam, The Netherlands; and Japan. Its Blackboard Learning System is available in more than 11 languages and has more than 12 million active users. The company was named to the Computerworld Smithsonian Collection of Laureates for leadership in using IT to improve society. Compliance with regulations such as the Sarbanes-Oxley Act, the PATRIOT Act, and the Payment Card Industry Data Security Standard affects the practices of new and long-established enterprises. Public and private companies often have complex, interdependent processes embedded into their operations, with equally complex IT systems running them. Start-up companies face the pressures of transforming informal business processes into structured, auditable processes in an environment of rapid growth. This is especially true when companies are positioning themselves to go public. In the midst of this change, IT leaders find themselves creating crossdepartment relationships with auditors, peers and the external board of directors. Having an effective framework for assessing effectiveness and risks of the IT department can be a powerful tool to assist in navigating change. OPTION C: ECOPETROL S.A. Ecopetrol S.A. is Colombias largest integrated oil company with about 7,000 direct employees. It is among the top 40 oil companies in the world and the four largest oil companies in Latin America. In addition to Colombia, which accounts for 60 percent of Ecopetrols total production, the company is involved in exploration and production activities in Brazil, Peru and the United States [Gulf of Mexico]. Ecopetrol is also considerably increasing its participation in bio-fuels. The Forbes magazine annual list of the 2,000 largest companies in the world (April 2010) indicates that Ecopetrol is located at position 222, with the following information: Sales $14.26 billion, Profits $2.40 billion, Assets $27.20 billion and Market Value $54.14 billion. The Corporate Governance Code of Ecopetrol comprises the best corporate practices needed to preserve the business ethics and the correct administration and control of the company. This enables the company to compete through recognition and respect for the rights of shareholders, investors and other stakeholders based on clear policies for transparency in the management and disclosure of information about the business, which will in turn generate greater confidence among stakeholders and the market in

general. The internal control system of Ecopetrol is framed within international standards [COSO]. Ecopetrols Information Technology Division depends on the Vice president of Services and Technology and is in charge of information management process for the company on two main fronts: development and implementation of IT solutions and provisioning of information technology and infrastructure services to support business processes. The Information Technology Division, which has about 150 direct employees, is responsible for ensuring IT governance. It has a very strong internal structure, distributed in a manner that meets the needs of business development projects, implementation, operation and support of solutions, and provides the required services. In addition, it contains a Management and Architecture Unit and an Information Security area responding at the highest level of the IT Division to guide the processes related to IT Governance, Risk and Compliance. OPTION D: BANCO SUPERVIELLE S.A. Banco Supervielle S.A., founded in 1887, is one of the main private banks of the Argentine Republic. At present, it is mainly focused on banking and financial services targeted to individuals and small and medium-sized companies. Its banking network includes 103 branches, 66 service centers and 270 automated teller machines (ATMs) located in the main provinces of the country. Among private-sector banks in Argentina, Banco Supervielle is ranked eleventh in terms of deposits and twelfth in terms of total assets and loans. Among national capital private banking groups, the bank is ranked sixth in terms of deposits and seventh in terms of total assets and total loans. In virtue of its strategy, which is aimed at increasing its market share in the Argentine banking and financial services sector, Banco Supervielle S.A. has achieved sustained organic growth. In recent years, the board of Banco Supervielle S.A. began work on a plan to improve IT-business alignment, its added-value services, and the administration of risks and resources effectively. It has also been working on the sustained improvement of its corporate governance, in which both technology administration and its role within the enterprise are included. OPTION E: EUROPEAN PARLIAMENT The IT Directorate is the central IT service provider for the whole of Parliament; as such, all of Parliaments services are potential customers of the IT Directorate. The Directorate has been operating with tight controls on project execution and financial management for years; however, the growing number of client requests, combined with a tight budget, made it necessary

to extend controls to include decisions on investment choices, and to ensure EP gets all expected benefits from the investments. The problem is most sharply felt in the area of application development, where the requests for activities typically outnumber the work capacity by a factor of three. From the outset, it has been clear that the political, public-sector environment in which the EP operates, is different from, and in certain regards more complex than, that of a private sector company: Parliaments environment contains a number of actors (political authority) and forces (political acceptance) that are not typically present elsewhere. Since Parliament is spending taxpayers money, EP has to live up to the highest possible standards of transparency and accountability. The public sector does not have cut-and-dried measures on what constitutes a benefit (such as return on investment). Benefits are often complex in nature, intangible, hard to quantify and accruing to a diverse set of stakeholders.