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Increased corporate governance requirements have caused companies to examine their internal control structures closely to ensure that controls are in place and operating effectively. Organizations are increasingly competing in the global marketplace, which is governed by multiple laws and supported by various "best practices guidelines".Appropriate information technology (IT) investments decisions must be made that are in alignment with the mission of the business online fee gateway. IT is no longer a back-office accounting functions in most businesses, but rather is a core operational necessity to business, and it must have the proper visibility to the board of directors and management.

This dependence on IT mandates ensuring the proper alignment and understanding of risks to the business. Substantial investments are made in these technologies, which must be appropriately managed. Company reputations are at risk from insecure systems, and trust in IT systems needs to be demonstrated to all parties involved, including shareholders, employees, business partners, and consumers. Information security governance provides mechanisms for the board of directors and management to have the proper oversight to manage the risks to the enterprise and keep them at an acceptable level.

Although there is no universally accepted definition for security governance at this juncture, the intent of such governance is to ensure that the appropriate information security activities are being performed so that risks are being appropriately reduced, information security investments are being appropriately directed, the program has visibility to executive management and that management is asking the appropriate questions to determine the effectiveness of the information security program.

The IT Governance Institute™ (ITGI) defines IT governance as "a structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise's goals by adding value while balancing risk versus return over IT and its processes." The ITGI proposes that information security governance should be considered part of IT governance, and that the board of directors become informed about information security, set direction to drive policy and strategy, provide resources to security efforts, assign management responsibilities, set priorities, support changes required, define cultural values related to risk assessment, obtain assurance from internal or external auditors, and insist that security investments be made measurable and reported on for program effectiveness.

Additionally, the ITGI suggests that management: write security policies with business fee payment solution input, and ensure that roles and responsibilities are defined and clearly understood, threats and vulnerabilities are identified, security infrastructures are implemented, control frameworks (standards, measures, practices and procedures) are implemented after policy approved by governing body, timely implementation of priorities, monitoring of breaches, periodic reviews and tests are conducted, awareness education is viewed as critical and delivered, and that security is built into the systems development life cycle. These concepts are further delineated in this section.

Multiple frameworks have been created to support auditing of implemented security controls. These resources are valuable for assisting in the design of a security program, as they define the necessary controls for providing secure information systems. The following frameworks have each gained a degree of acceptance within the auditing and/or information security community and each adds value to information security investment delivery. Although several of the frameworks/best practices were not specifically designed to support information security, many of the processes within these practices support different aspects of confidentiality, integrity, and availability.

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