KuppingerCole Report
Leadership Brief
By Warwick Ashford

Typical Risks and Pitfalls for IGA Projects

As the number and types of digital identities proliferate in the digital era and the number of data protection regulations around the world continues to grow, the need for an effective Identity Governance & Administration (IGA) capability has never been greater. This leadership brief outlines common risks and pitfalls of enterprise IGA projects and how they can be avoided.

1 Executive Summary

Digital identities are at the heart of Digital Transformation, Information Security and Privacy Therefore it has never been more important for enterpr ...

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2 Analysis

Identity Governance and Administration (IGA) is a key element of any organization’s IAM architecture, spanning the administration and audit & analyt ...

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2.1 Business alignment

Without executive support for an IGA project, it can be extremely difficult to get the necessary funding and assign associated responsibilities to peo ...

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2.2 Organization

Because IGA projects typically span an entire organization and involve both technical and business teams, failure to ensure that policies and processe ...

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2.3 Implementation

Complexity is the enemy of success in most projects, and this is particularly true when it comes to IGA projects which typically involved a wide range ...

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2.4 Planning

Complex projects are typically difficult to control and tend to be prone to delays and failure. Therefore, avoid a “big bang approach” and divide ...

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2.5 Technology

Choosing the right IGA product is extremely important. Choosing the wrong product or trying to get value from existing failed products can lead to pro ...

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3 Recommendations

The benefits of IGA are well understood by the business. Yet, business is still often reticent to fund new IGA projects because the ongoing failure of ...

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3.1 Business alignment

  • Explain the business value of proposed IGA projects in clear, simple terms to get executive support
  • Ensure the business drives projects and leads ...
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3.2 Organization

  • Create a cross functional group to create, support and report on IGA project policies and processes
  • Fill any skills gaps with specialists and set ...
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3.3 Implementation

  • Demonstrate the success of IGA deployments early on to build credibility and gather support
  • Implement consistent, logical architectures that allow ...
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3.4 Planning

  • Make the biggest business benefit of an IGA program the overall goal
  • Scope projects correctly by taking IGA maturity, business needs, IGA gaps an ...
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3.5 Technology

  • Switch to cloud-based IGA wherever possible to enable shorter deployment cycles, faster upgrades and lower TCO
  • Conduct a pilot installation under ...
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