Compliance business concept. Businessman

Enterprise Governance for Information & related Technology


  • ROI of IT, sometimes invisible (We know the drawbacks of not spending in IT, but we need to see the ROI).

SGM Value Proposition:

  • Assurance of Business benefits realisation from I&T.

Enterprise architect pressing a tile in

Business Model and Architecture Management


  • The high-level drivers, goals, and objectives of the organization, and how these are translated into an effective process and IT architecture to advance the business.

SGM Value Propositions:

  • Clear traceability between a service component and the business goal that it satisfies, while also demonstrating ownership of the services identified.

  • Linking organization unit functions to delivery services.

  • Define the ways in which a service contributes to the achievement of a business vision or strategy.

  • Services are associated with the drivers, goals, objectives, and measures that they support.

  • Allowing the enterprise to understand which services contribute to similar aspects of business performance. 

  • Provides qualitative input on what constitutes high performance for a particular service.

  • Describes the links between actor, roles, and location within an organization tree.

  • Link the goals to the stakeholders from the Organization Decomposition diagram.

Presentation of project management areas

Portfolio, Programme, Project, EPO & Risk Management


  • Align strategic objectives to operational objectives.

  • Visioning the organizational strategic implementation and benefits realization.

  • Need the planning and control capabilities to set and review organizational KPI's.

  • Transformation/Change Enablement.

  • Monitoring portfolio management.

SGM Value Propositions:

  • Develop and enhance portfolio management practices.

  • Integrate the portfolio management with business as usual to achieve the strategic objectives.

  • Develop and help to implement the transformation change enablement practice.

  • Help to ensure that investment is made in the right changes.

  • Ensuring that strategic objectives are aligned with operational changes and all risks are considered and managed.

Growth value, increase value, value adde

Management of Value


  • Portfolio of competitive products and services.

  • Satisfaction levels with business process capabilities.

  • Satisfaction levels of customers with service delivery capabilities.

  • Business transformation programs with regular reported status updates.

SGM Value Propositions:

  • Realised benefits from I&T-enabled investments and services.

  • The increased number of new enterprise opportunities realised as a direct result of I&T developments.

  • Strategic enterprise objectives achieved as a result of strategic I&T initiatives.

  • Reduction in the number of confidentiality incidents causing financial loss, business disruption or public embarrassment.

  • Optimisation of internal business process functionality.

Businessman using tablet and set up net

Information Security Management


  • Loss of trust in IT Department capabilities for securing the information.

  • Convince the board for the need of InfoSec Management.

  • Lack of Awareness about the implications of security breaches.

  • Lack of budget for Information security.

  • Ability to measure Information Security Capacity & Capabilities (Manpower, Competencies).

  • Ability to measure Information Security Capacity & Capabilities (Manpower, Competencies).

  • Alignment of Strategic Info Sec roadmap with the Business Digital Transformation.

  • Guidance to build a security management system.

  • Lack of awareness between business and IT in the level of security and acceptable attacks.

  • Risk-based info security investment, linking the investment with a potential quantified risk $.

  • Benchmark of accepting a certain level of security.

  • How to manage data privacy GDPR and linked to human rights.

SGM Value Propositions:

  • Implementation of an ISMS.

  • Rationalize IS investment.

  • IS Risk Identification.

  • Board-level awareness about cyber security.

  • Alignment of IS strategy to business strategy.

  • Data Privacy guidance.

 ITSM. IT Service Management. Concept fo

IT Service Management


  • IT doesn't understand the business;

  • They do not deliver and there are always constraints and things missing;

  • IT investment is not revenue-generating;

  • IT is an item of expenditure not investment;

  • IT mindset is different with different language;

  • I always have to buy something new;

  • IT process should serve me, not the other way around;

  • IT Business continuity is not matching the business expectations;

  • Data, where does it come into play?

  • What about the Digital Transformation? How does it come in?

  • I saw it someone else and then I realized we have it already.

SGM Value Propositions:

  • Articulate Warranty and utility requirement with business language;

  • Continuous review and validation for IT-enabled changes;

  • Business Feasibility study for all IT investments;

  • Business Feasibility study for all IT investments;

  • IT value proposition to be articulated in business language and well as value streams in IT to be mapped to business streams;

  • Continuous improvement for IT to match the business needs with Kaizen like increment;

  • IT value proposition to be articulated in business language and well as value streams in IT to be mapped to business streams;

  • Availability of a catalogue and portfolio for the IT services;

  • IT Services value chain and value streams to include interactions between Dev and Ops;

  • IT Practices for quick and efficient deployment of needed tools;

  • IT practices for support and value stream for end-user PC support;