IT Governance is a subset of the broader IRS Governance ecosystem that provides a decision-making and oversight framework for the execution and delivery of IT investments, programs, and projects.

This IRM outlines the procedures for starting an IT governance board, establishing meeting frequency, maintaining meeting artifacts and decisions, the annual self-assessment process and the health assessment process.

Authority for this IRM includes:

See the table below for a description of the boards:

Program reports are generated using data sourced from the IT portfolio management tool and referenced during IT governance board meetings to support decision making.

Records are maintained for all board meeting decisions, presentations and supporting artifacts to measure the program’s effectiveness.

This program uses the IRS Internal Management Documents System to establish controls.

See table below for acronyms and terms:

IT governance templates, guides and information can be found on the IPG SharePoint site.

Additional information on the OneSDLC process can be found by reviewing IRM 2.31.1 or by visiting the OneSDLC SharePoint site.

Before starting a new board, consult the IPG team to first attempt to align your new program, project, or initiative with an existing IT governance board (GB) and Executive Steering Committee (ESC) in the IT Governance Framework. The Investment & Portfolio Governance Office will assist you in finding the best fit.

All IT GBs and ESCs must have a charter. Charters are essential for good governance to document a board’s roles and responsibilities.

To gain charter approval first share your draft charter with IPG team for input and feedback. Once the initial IPG review is competed prepare an Action Routing Sheet to request executive signature and approval of your charter. The table below describes the approving executive for each type of governance board.

Governance boards are responsible for establishing and maintaining a meeting schedule that supports effective governance and oversight.

A board must be decommissioned if it no longer meets. Complete the decommission template and email a copy to *IT Program Governance Office when shutting down a governance board.

Governance boards are responsible for:

GB Leads are responsible for completing and returning an annual self-assessment survey of their board’s operations.

If you identify gaps in your GBs operations while completing the survey, determine how to close those gaps:

Governance Leads are responsible for reviewing their board membership annually to ensure the board maintains the appropriate mix of stakeholders to effectively oversee the portfolio.

Governance Leads are responsible for reviewing their charters annually to see if they need updating. An update is appropriate when there are substantial changes in board roles and responsibilities.

Use the:

Chairs may request, approve, and sign a charter addendum.

Sometimes changes are so extensive you need to draft a new charter. The process to review and approve the new charter is the same as the process used to secure approval of the original charter.

The IRS identifies, assesses, manages, and monitors risk through risk management. Governance provides a forum for identifying, assessing, escalating, and mitigating IT project risks. IT Portfolio performance reviews are conducted using KPIs captured within the enterprise health assessment report, generated through the performance management tool. Compliance reviews and formal governance signoffs occur following the OneSDLC IT lifecycle management process.

Governance boards are required to follow the Enterprise Health Assessment process found in IRM 2.172.2, Enterprise Control Authority and Operations.

When a GB or ESC fulfills its mission and is no longer needed, follow the steps below to decommission the board.

If a board has not met in a year, the Governance Lead should consider if the board is still needed.