IT Architecture Practitioners Conference  Europe 2006, Barcelona, Spain The open Group Real IRM
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  Jan de Klerk, Chief Group IT Architect, Sanlam    
Jan de KlarkJan de Klerk has twenty-four years IT experience which started at Sasol (a global Petrochemical company) where he qualified as a Computer Programmer/ Systems Analyst. After six years in applications development, he specialised in information engineering with the emergence of Computer Aided Software Engineering. He then widened his field of expertise to Strategic Information and Systems Planning and in 1993 he took up IT responsibility for Sasol Engineering Services. In 1996, Jan was appointed as Senior Manager Group Applications, specialising in SAP R/3. In 1998 he was appointed as Sasol’s Chief Enterprise Architect and played a pivotal role in the outsourcing of Sasol’s IT to PQ-Chem and the establishment of IT governance. He also build-up an Enterprise Architecture competency which spearheaded several large-scale IT capabilities. After 18 years he decided to leave Sasol for experience in the Financial Industry.

Since 1999 he has held the position of Chief Group IT Architect at Sanlam. As a specialist he is responsible for IT Governance, Enterprise Architecture, Enterprise Information Management and Information & IT Risk Management. As a line manager, he also heads up Group IT.

   
 

Presentation
Effective EA Capability Leveraging governance and risk management practices
Conference delegates will be enlightened how adaptive organisations should focus on implementing four key management disciplines in order to competitively differentiate themselves. The rationale for and the challenges with building Enterprise Architecture, IT Governance, Information & IT Risk Management and Enterprise Programme Management capability and to integrate these at the process level will be ascertained.

EA on its own has proven not to deliver the anticipated value, however if it is build into the IT value chain as one of the key building blocks, it could significantly impact the organisations ability to react to change and be future-proofed.

Creating a new role i.e. chief governance officer (CGO) will also be put forward. The CGO is needed to implement and manage the required efficiency measurements across all the disciplines, oversee polices and standards implementation, develop an IT compliance strategy and handle objective risk-based assessments with regards to ongoing compliance and coordinate architecture reviews.

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