Business and ITSM - Private Sector
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Business and ITSM - Private Sector

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In this presentation, Nasser El-Batal and Bashar Qader will walk you through the next phase of important steps towards "Getting Your House in Order." Over breakfast and during the roundtable ...

In this presentation, Nasser El-Batal and Bashar Qader will walk you through the next phase of important steps towards "Getting Your House in Order." Over breakfast and during the roundtable discussions you will have the opportunity to mingle with people from all levels of Government and Business. You will learn how TOGAF, ITIL, COBIT and ITSM best practices can coordinate and support effective collaboration between Enterprise Architects, Business Analysts, and Enterprise Business Architects.

Transformation initiatives need to be driven by Business Architecture for full benefit realization. The Business Architect serves as the collaboration agent that binds all of the portfolio components together and consistently reinforces senior management’s voice throughout the ADM lifecycle. This begins with establishing strategic goals and outcomes that set the context for program and service transformation. Establishing context serves as the basis for strategic project portfolio definition and integrated execution. This approach manages the risk of executing projects in isolation without understanding the dependencies to other projects in the strategic portfolio and undermining the benefits realization. The information in this session will enable you as a Trusted Advisor, to better explain these concepts and best practices to your team.

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Business and ITSM - Private Sector Business and ITSM - Private Sector Presentation Transcript

  • 1© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved
  • 2© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Speakers  Nasser El-Batal - Best practices training programs developer, assessor - EA / ITSM strategic coach, consultant - Certified - ITIL® V2 / V2007 / V2011 – ITIL® Expert - Certified - ISO/IEC 20000 Consultant / Auditor - Accredited ITIL®, TOGAF®, ISO/IEC 20000® instructor - Worldwide ITSM training experience - 25 years experience in different facets of the IT industry  Bashar Abdul Qader - Business architecture best practices training program developer and assessor - Business analysis best practices training program developer and assessor - Business architecture and Information Architecture consultant and coach - SDLC maturity auditor and consultant - Founding member of the IIBA - Worldwide Business Architecture, Business Analysis and Systems Analysis and Project Management training experience - 25+ years experience in all facets of the IT industry
  • 3© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Agenda 1. Business Needs 2. Choosing the right solution 3. Your own Framework 4. Enterprise Architecture (TOGAF) 5. Capability based planning 6. Business Architecture 1. Define Business Architecture and Why 2. Business Architecture and the TOGAF ADM 3. Business Architecture Capabilities 4. Business Architecture and Business Analysis 7. Architecture planning roadmap 8. Planning the solution roadmap 9. ITIL Service Lifecycle 10. COBIT
  • 4© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Business Needs  Enterprises are under constant pressure to: - Deliver business outcome - Achieve and sustain value creation over time - Establish appropriate governance model - Align with major frameworks and standards - Increase benefits realization through effective and innovative use of Enterprise Architecture and Information Technology • Generate business value from new enterprise investments with a supporting IT investment • Achieve operational excellence through application of technology
  • 5© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Business Needs (Continued) - Establish Business Relationship Management (BRM) process and framework - Maintain and control IT risk and cost - Ensure business and IT collaboration - Comply with ever increasing relevant regulatory requirements - Increase and improve • Customer Satisfaction • IT Efficiency & Effectiveness • Stakeholders Communication - Adopt continual service improvement culture and approach
  • 6© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved ITSM Program scope Initiate Plan Execute Monitor and Control Close Security Mgt Control and Governance Maturity ArchitectureFinancial Control Service Lifecycle Other ITSM STD QM STD Choosing the right solution
  • 7© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Make Your Own Framework  TOGAF Business Reference Model (BRM). Enterprise Architecture framework and related domains and components (Business, Information, Application, and Technology), ADM, Content Framework. ACMM (Architecture Capability), OSIMM (Business Model), AICPA/CICA PMM GAPP (Privacy); etc…  ITIL – ISO/IEC20000 The over arching service management framework/standard Service /process definition, design, transition, implementation and on- going improvement  COBIT as the IT Governance and Controls framework Business goals cascading IT goals and IT processes Risk Management
  • 8© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved  The variety of IT models, standards and best practices must be well understood in order to consider how they can be used together COBIT ISO/IEC20000ISO27001/2 ITIL Governance WHAT HOW SCOPE OF COVERAGE Others Understanding Frameworks Relationship & Scope © 2007 IT Governance Institute. All rights reserved. www.itgi.org Enterprise Architecture
  • 9© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 and what else!!?? Requirements Management Volere templates H. Architecture Change Management E. Opportunities & Solutions F. Migration Planning D. Technology Architecture C. Information Systems G. Implementation Governance B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV COBIT-GOV CMMi Financial Mgt. ITIL Transition Mgt Project Management ITIL Transition Mgt Project Management Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL – Chg Mgt COBIT-GOV Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Management Frameworks COBIT-GOV Management Frameworks ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management.Preliminary A. Architecture Vision B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. 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Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. 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Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. 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Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Architecture Domains, Development, Guidelines, Principals, Baselines, Targets, Gaps, Risks Mgt… Requirements Management Volere templates H. Architecture Change Management E. Opportunities & Solutions F. Migration Planning D. Technology Architecture C. Information Systems G. Implementation Governance B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV COBIT-GOV CMMi Financial Mgt. ITIL Transition Mgt Project Management ITIL Transition Mgt Project Management Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL – Chg Mgt COBIT-GOV Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Management Frameworks COBIT-GOV Management Frameworks ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management.Preliminary A. Architecture Vision B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. 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COBIT-GOV CMMi ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL – Chg Mgt COBIT-GOV Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Management Frameworks COBIT-GOV Management Frameworks ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL – Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management.Preliminary A. Architecture Vision B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL – Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Architecture Domains, Development, Guidelines, Principals, Baselines, Targets, Gaps, Risks Mgt, Financial Management …
  • 10© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Understanding Frameworks Overlap (sample) COBIT Process/Practice TOGAF Phase/Activity ITIL Manage the IT Management Framework Ensure Resource Optimization Preliminary phase Architecture Governance Service Strategy CSI Manage Enterprise Architecture Developing an architecture vision Architecture vision - A Service Strategy Service Design Defining reference architectures Business Architecture - B Defining reference architectures Information Systems Architecture - C Service Design Defining reference architectures Technology Architecture - D Service Design Selecting opportunities and solutions Opportunities & Solutions - E Service Transition Defining architecture implementation Migration planning Architecture services - F Service Transition Architecture services Implementation governance - G Service Transition Architecture services Architecture change management - H Service Transition Architecture services Requirements management - R Service Design
  • 11© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF® 9.1
  • 12© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved  The Open Group Architecture Framework (TOGAF) is an important enabler and a framework for delivering Enterprise Architecture  TOGAF consists of a framework for categorizing what you need to capture about the enterprise and a definitive and proven step-by-step method, called the Architecture Development Method (ADM), for developing, implementing, and maintaining the enterprise architecture. What is TOGAF®?
  • 13© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 - The Big Picture TOGAF Enterprise Continuum & Tools TOGAF ADM & Content Framework TOGAF Capability Framework Part II Architecture Development Method Part VII Architecture Capability Framework Part V Enterprise Continuum & Tools Part III ADM Guidelines & Techniques Part IV Architecture Content Framework Part VI TOGAF Reference Models BusinessVisionandDrivers BusinessCapabilities Informs the Business of the current state Ensures Realization of Business Vision Informs the capability Refines Understanding Business needs need into method Delivers new business solutions Operational changes cause updates Sets targets, KPIs, budgets for architecture roles Drives need for Architecture Capability Maturity
  • 14© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF Architecture Domains  Enterprise Architecture Domains - Business architecture • Describes the processes the business uses to meet its goals. It links strategy formulation to strategy implementation. - Application architecture • Describes how specific applications are designed and how they interact with each other. - Data architecture • Describes the enterprise's logical and physical data resources and how the data is managed. - Technical architecture • Describes the hardware and software infrastructure that supports the business processes, applications, and their interactions.
  • 15© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 Components
  • 16© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Organizational Governance Structure
  • 17© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 ADM Process
  • 18© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Capability-Based Planning: Capability Increments Capability Capability IncrementCapability IncrementCapability Increment People Dimension Individual Training Collective Training Professional Development Process Dimension Concepts Business Processes Information Management Material Dimension Infrastructure Information Technology Equipment
  • 19© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Capability-Based Planning: Capabilities in an Enterprise Architecture Context Capability (outcome-oriented) Capability IncrementCapability IncrementCapability Increment Building Blocks (Deliverables) Corporate Strategic Plan Business Transformation Goals and Objective Manages & Creates Consists of Designates Architecture Vision (Phase A) Basis for Corporate Project Portfolios Architecture Definition (Phase B, C, D) Work Packages Corporate Project (across Portfolios) Transition Architecture (Phase E, F) Corporate Project Increments (across Portfolios) Architecture and Solution Building Blocks Basis for Capability Increment Solutions Work Packages Basis for Basis for All deliver Broken down into Consist of
  • 20© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture Domain
  • 21© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Business Architecture and the TOGAF-ADM Phases  Phase A: - Architecture Vision describes the initial phase of an architecture development cycle. It includes information about defining the scope, identifying the stakeholders, creating the Architecture Vision, and obtaining approvals.  Phase B: - Business Architecture describes the development of a Business Architecture to support an agreed Architecture Vision.
  • 22© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Private Sector Business Architecture Is…  The fundamental organization of a business embodied in its components, their relationships to each other and to the environment of the business, and  The principles guiding the organization’s design and evolution  Where: - Fundamental organization means essential, unifying concepts and principles (i.e., product and service alignment) - Business includes its lines of business, products, services, organizations, and business processes, etc. - Environment is the context of the business, including its markets, market segments and customers, business partners and suppliers, and its governance and regulators  *Based on IEEE 1471 – Definition of Architecture
  • 23© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture as a Modeling Discipline  Business architects develop business models to support planners, analysts, and designers in: - Conducting formal analysis of current “as-is” business to identify opportunities and/or risks - Strengthening organizational design and performance frameworks - Aligning IT assets with business strategy - Defining “could-be” business design alternatives  Business architects use frameworks, reference models, and patterns to: - Increase the efficiency and quality of business models - Foster re-use of business model elements across the enterprise
  • 24© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Private Sector Drivers for Architectural Approach  A number of fundamental drivers require architecture: - Electronic, Integrated, and Alternate Service Delivery - Shared Services Agenda - Focus on accountability - Breaking down silos and thinking horizontality - Need for better track record on complex change planning - Cross-jurisdictional agenda - Increased enterprise agility: ability to adapt to environment with increased rate of change - Need for business context to be leveraged as a result of emerging technologies - Need to plan and optimize at enterprise level (i.e. low-hanging “local” fruit are gone) - Rising citizen expectations – wise use of public funds
  • 25© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture Manages Complexity of “As-Is” Analysis and “To- Be” Design  Enterprises are very complex  Complexity creates a challenge to: - Understanding and analyzing the current “as-is” - Specifying, planning, designing, and transitioning to future “to-be”  Traditional methods and tools have not effectively addressed complexity or scaled to enterprise level!  The discipline of public sector business architecture provides tools and techniques to address complexity and supports planning, analysis, and design from an enterprise-wide holistic systems perspective  Results in public sector enterprises that are: - More capable of achieving outcomes efficiently - More capable of change and agility
  • 26© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture Addresses Alignment, Assurance, Knowledge, and Productivity Goals  Greater alignment of operations to business strategies  Greater alignment of investments in change to business results  Greater assurance of feasibility of complex change initiatives  Greater knowledge of business design  Greater productivity in planning, design, and implementation of business change
  • 27© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture
  • 28© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture
  • 29© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Strategic Analysis and Planning – Defining Enterprise Transformation Outcomes 1. Formally defines the ultimate mission of a private sector organization and ensures the focus is client-centric. 2. Sets the top point of alignment for the rest of the business model.
  • 30© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Aligning LOB`s and Product lines to Guide Benefits Realization Strategy - Lines of business & product lines are aligned when products, produced by product lines, support accomplishment of business results - Alignment occurs when the customer is a member of the market segment and receives value from the product in relationship to need(s) recognized by the line of business Line of Business Results Need Market Segment Product Line Product (Good or Service output) Customer Satisfies Provides value to Produces Offers Accomplishes Impact Experienced by Is a member of
  • 31© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Program Logic Model Supplements Outcome Network Diagram with Contributions of Outputs to Outcomes Services & Activities Outputs Direct outcomes Intermediate outcomes Strategic outcome Increased public safety Reduced property loss due to flooding Reduced death rate due to flooding Reduced flooding Reduced value of floodplain development Reduced number of floodplain inhabitants Reduced number of floodplain developments Floodplain development restriction activities Restored wetlands Wetland restoration activities
  • 32© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Performance Management of Strategic Enterprise Transformation Initiatives  Framework - Organizing, automating, and analyzing business metrics, processes, and systems that drive performance.  Performance data - Requires consolidation and analysis of performance data from various sources.  Performance improvement - Improves process design and execution by creating feedback loops to identify and eliminate process problems.  Performance forecasting - Provides forecasting against metrics, characterized by varying degrees of predictability.  Key performance indicators - Defines and produces key performance indicators (KPIs) to monitor against operational targets.  Performance risks and outcome prediction - Supports risk analysis and prediction of outcomes of major undertakings.
  • 33© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Performance Management Drivers  Accountability - Requires measurement of actual program and service performance against goals to assess accountability. - Encourages effective and efficient use of public resources.  Change benefits realization - Supports management and measurement of project benefits.  Operational continuous improvement - Supports optimization of operational resource allocation based on operational performance reporting.  Information requirements - Identify information required to measure performance and support decision making.
  • 34© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved EQE: Service Performance  Service output provides basis for service performance measurement.  Service efficiency: - Comparison of volume of service outputs to cost of resources (voice of provider)  Service quality - Comparison of output to service standard (voice of client)  Service effectiveness - Contribution of service output to program outcome (voice of program owner) - Effectiveness ensures legitimacy of service (e.g., could be high quality, low cost – but the wrong service)
  • 35© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture
  • 36© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Analysis and Value Chain Optimization Through Value Chain Modeling Represents value chain design options to support optimizing the provision of target group facing services as identified in program design. Represents “as-is”, “to-be”, and “could-be” value chain models to support: – Consolidation or distribution of business functions within the chain – Identification of business interoperability requirements – Identification of horizontal accountability relationships and requirements for service level agreements Program Modeling Value Chain Modeling Service Modeling Process Modeling
  • 37© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Value Chain Modeling Extends Line of Business Modeling Line of Business VALUE CHAIN MODELING LINE OF BUSINESS MODELING Target Group Facing Services Corporate Function Support Services A value chain model represents horizontal linkages between lines of business and business functions across products and services. Corporate Function Support Services Corporate Function Support Services Support services provide value directly or indirectly to target group facing services Identifies target group facing services
  • 38© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Service Integration and Accountability Model (SIAM) Represents Horizontal Accountability Structure of Service Value Chains Diagram demonstrates the flow of horizontal account-ability across an organization, where support services provide valued outputs to target group facing services, which in turn provide final valued outputs to end clients or customers. Purpose: • Focuses on concerns of program and policy managers • Produces a business design that ensures completeness (i.e., all services required to achieve program and policy outcomes) • Produces a service design that is optimal in terms of identifying shared processes • Enables alignment of services, performance measures, accountabilities with organization structure and roles Aligns with: Business Network Diagram Business Use Case Diagram Logical Application Deployment Diagram Components: Level: Conceptual View: Structural, Functional Zachman cell: R2C2 ClientService Service Output Organization
  • 39© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved SIAMs Support Value Chain Re-Engineering  Unconstrained SIAM: Services are shown independent of organizational context  Constrained SIAM: Services are shown in context of the organizations accountable for providing them  Supports value chain re-engineering: - Begin with processes required to support service delivery - Extract common processes from two or more services where service efficiency or effectiveness can be improved - Form support services (can be insourced or outsourced)  Service outputs indicate points of integration and accountability: • Service level agreements (SLAs) define accountability of internal service provider
  • 40© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture
  • 41© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved What Is a Private Sector Reference Model?  An abstraction of a private sector domain  A public sector business architecture toolkit!  Usually “open source” and administered by a community of interest  Includes: - Common public sector components and language • To aid stakeholder communication and consensus - Common business models or analytic views • To represent aspects of the domain - Customizable business patterns • To facilitate re-use
  • 42© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Reference Model Target Groups Business ConsumersOutputs Provider Organizations Authority Accountability Roles Responsibility Used in Deliver Accomplish Governance Outcomes & Impacts Markets Lines of Business Products* Processes Resources *Products = Goods or services
  • 43© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Examples of Private Sector Reference Models Domain Model Insurance ACORD, Vista™ Telecommunications eTOM Healthcare HL7 (patient and clinical data standards) IT ITIL/ITSM - Information Technology Infrastructure Library and IT Service Management Accounting GAAP – Generally Accepted Accounting Principles
  • 44© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Uses and Benefits of Reference Models  Common language supports foundation for: - Stakeholder consensus - Community exchange / re-use / extension of models / methods, etc.  Re-usable patterns support rapid assembly of models: - Customization, as opposed to discovery - High-quality parts  Specifies and aligns comprehensive “suite” of business models to bridge policy to implementation - Each business model represents one of various aspects of public sector enterprise
  • 45© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Reference Models Provide Categories for Performance Measurement Dimensions GSRM Service Efficiency Category Examples Efficiency Indicator Type Description Average unit cost Value (sometimes price) of one service output compared with the unit cost of the resources to produce and deliver it. This indicator is equivalent to unit cost per service recipient. Many variations on this indicator are possible. Average per-capita cost Total cost of producing all service outputs per time period, compared with the total number of service recipients targeted in that time period, whether served or not. This indicator is equivalent to the investment in meeting target group needs, and many variations are possible. GSRM Service Effectiveness Category ExamplesEffectiveness Indicator Type Description Outcome Achievement Refers to the degree to which the direct outcomes of the program(s) (to which the service contributes) are achieved. A direct outcome is defined as a desirable trend in the level of a recognized target group need. Takeup Rate Refers to the rate at which service demand rises (or falls, as appropriate) in a reference time period. Is a proxy indicator for meeting a predicted level of need.
  • 46© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Categories for Performance Measurement Dimensions - Continued Reference Model - Service Quality Category Examples Quality Indicator Type Description Responsiveness Refers to the responsiveness of the service to a request (where applicable) in relation to a rule. Accuracy Refers to the correctness of the output in relation to a rule (where applicable). For example, Is the information or advice provided by the service correct? Availability Refers to the availability of the service according to a scheduling rule. Compliance Refers to the number of failures or departures from a constraint imposed for a legal or policy reason or due to an approved standard. Reliability Compares the reliability of the service’s production and delivery of an output to a rule (e.g., error rate). Capacity Measures the capacity of the service to respond to fluctuations in demand and contingencies without compromising other metrics in terms of a rule.
  • 47© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Business Architecture Roadmap  Supports top-down modeling of complex public sector enterprises  Not all modeling assignments need each level of design  Modeling level above sets scope for level below  Successive levels span policy to logical systems requirements definition Orthogonal Views Enterprise Line of Business & Value Chain Detailed business process & rules Outside-In Client Scenario Variation Matrix Semantic Diagram Program Service Alignment Model Program Logic Model Swimlane Diagram Service Integration & Accountability Model Business Use Case Diagram State Transition Diagram ProductOutput Output Value Chain Modeling Behavioural View Line of Business Modeling Functional ViewStructural View Business Rules Business ProcessProcess Modeling Service Modeling Service TopDown Business Network Model Target Group Member Product Value
  • 48© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture
  • 49© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Why Do We Need Aligned and Architected Solutions?  Business transformation is enabled by appropriate system solutions.  Solution interoperability will support value chain integration.  Business patterns abstracted from business architecture facilitate business transformation: - System solutions aligned with business patterns support multiple business situations.  Potentially higher design costs are offset by - Lower implementation costs: • Better fit to business and improved interoperability • More opportunities to accommodate reuse in other business areas - Lower ongoing maintenance costs: • More flexibility to accommodate business changes
  • 50© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Architecture Planning Roadmap Orthogonal Views Semantic Diagram Business Use Case Diagram State Transition Diagram Behavioural View Functional ViewStructural View Logical Systems Design Service & Process Design Logical Models Functional Architecture Technology Archtiecture Information Architecture Logical Data Model Network Model System Use Case Model Security Architecture Trust Model Logical Applications Model Logical Technology Model Strategic Solutions Architecture Target Applications Portfolio Target Technology Model Logical Integration Model & Data Mastering Scenario Variation Matrix Application & Data Integration Requirements Current Systems Assessment Strategic Guidelines & Constraining Principles Current Systems & Technology Assessment Physical Systems Design Architectural process creates the target design (model) of the enterprise solutions
  • 51© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Planning the Solutions Roadmap Strategic Solutions Architecture Target Applications Portfolio Target Technology Model Application & Data Integration Requirements Transformation Roadmap Strategic Projects Portfolio Physical Systems Design Implementation Planning and Cost Estimating Cost Justification & Implementation Business & Technology Enablers Implementation Work Packages & Cost Estimates Implementation Schedule Business Case Project Portfolio Solutions Roadmap Target System Model
  • 52© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Implementing the Solutions
  • 53© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Contrasting Business Architecture & Business Analysis Highlighting differences pinpoints required interactions between business architecture and business analysis for alignment - Business architecture accountabilities include (but not limited to): • Strategic analysis and enterprise capability gap assessment • Defining “could-be” business design alternatives • Determining future funding prioritization through capability value contribution models and performance assessments that clarify which capability gaps are most important to close. • Enterprise value chain re-engineering/optimization for service efficiency, effectiveness and quality benefits realization • Identifying redundant services and implementing reuse strategies • Designing shared services • Ensuring Solution interoperability will support value chain integration • Aligning target solutions with target business patterns to support multiple business situations (integrated systems that support many value chains) • Defining enterprise project portfolios to drive transformation ensuring capability enhancements and full benefits realization • Creating employee engagement by continuously advocating vision, mission, and goals of the organization to all employees to demonstrate how the work they do contributes to the overall success of the organization
  • 54© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Contrasting Business Architecture & Business Analysis (Continued) Highlighting differences pinpoints required interactions between business architecture and business analysis for alignment - Business Analysis accountabilities include (but not limited to): • Project stakeholder analysis and business process problem root cause analyses • Defining “could-be” business process design alternatives • Determining project stakeholder requirements prioritization through performance metrics assessments that clarify which process improvements will best contribute to closing enterprise capability gaps. • Process re-engineering/optimization for output efficiency, effectiveness and quality benefits realization • Identifying redundant processes and promoting reuse strategies • Designing shared processes • Ensuring future case systems interoperability will support future case process integration • Aligning solution application functionality with process patterns to support multiple business scenarios (shared system use cases that support many operational processes and their various scenarios) • Defining excellent systems requirements to enable desired process enhancements and target benefit realization • Managing stakeholder expectations by continuously enforcing project requirements traceability to mitigate scope creep and the undermining of the project business case
  • 55© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Interactions Between Business Architects and Business Analysts Business Architecture Activity Enterprise Architecture Standardized Deliverable/s Business Analysis Benefits Strategic Analysis and Planning  Clearly defined Program Logic Models (alignment between service outputs and direct, intermediate and strategic outcomes)  Target member/Market segment needs analysis  Target program performance metrics Clear actionable understanding of:  Organisational goals  Program/LOB contribution to organizational goals  Service outputs value propositions to target Member/market segment needs  Transformation initiative business case Enterprise e analysis and value chain optimization using reference models  Service Integration Accountability Models  Target/Customer facing service output classifications.  Service level agreements  Vertical and horizontal service accountability diagrams:  Service manager to program manager  Service manager to service manager  Program and service RASI Charts Clear actionable understanding of:  Project portfolio dependencies  Project deliverable context  Value chain patterns for rapid analysis and customization of service design:  Reusable value chain service dependencies and Interoperability requirements  Internal and external service stakeholders  Service performance targets or lack of Targets  Service accountability overlaps or gaps Service analysis and definition for Program/LOB operations design  Semantic Diagrams and Conceptual Data Models  Service Output State Transition diagrams  Business Use Case diagrams  Business Use Case Profiles  Scenario Variation Matrixes  Business Use Case Narratives  Process Models  Business Network Diagrams Clear actionable understanding of:  Project Drivers and Scope  Project Business Case  Business Requirements  Stakeholder Requirements  Business rules governing process execution  Process in scope and scope of each process  Process enablers  Process performance metrics for non- functional requirements elaboraton
  • 56© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Architecture Best Practices Underpinning Effective Interactions  Iteration  Progressive elaboration  Enterprise modeling using standardized notations to create a common language - Reference models - Architecture guidance through the use of a business architecture road map for model development - Business patterns for rapid analysis and custom design - reuse - Service Oriented Architecture  Performance measurement frameworks for managing risk to transformation justification  Architecture alignment and requirements traceability for scope management
  • 57© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved ITIL® Service Lifecycle
  • 58© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved What is ITIL®  The most widely accepted Framework of IT service management in the world.  Provides a cohesive set of best practice, drawn from the public and private sectors internationally.  Supported by a comprehensive qualifications scheme, accredited training organizations, and implementation and assessment tools – (Cabinet Office).  Provides a set of guidance for defining, strategizing, designing, transitioning and implementing integrated set of phases and processes covering the entire ITSM service lifecycle.
  • 59© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Governance Methods Qualifications ITIL® V3 Service Lifecycle Phases Service Strategies Continual Service Improvement ServiceDesign Service Operation ContinualService Improvement ContinualService Im provem ent Service Transition Service Strategies Continual Service Improvement ServiceDesign Service Operation ContinualService Improvement ContinualService Im provem ent Service Transition Future Complementary Value Added Products The Core Models within the Service Lifecycle Phases  Crown Copyright 2007. Reproduced under license from OGC
  • 60© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved ITIL® Service Lifecycle Phases Business / Customer Requirements Develop operational plans, procedures and work instructions, day to day organization and team management, monitor, report and control, etc. Create transition plans, test solutions and acceptance criteria, validation, building and deployment, capture and manage knowledge, etc. Design architectures and standards, roles and responsibilities, processes and technology, etc. Align business and IT strategies, establish objectives and policies, manage service portfolio and investments, confirm resources and possible constraints, etc. Measurement analysis and reporting, develop improvement actions and plans, etc. Continual Service Improvement Service Operation Service Transition Service Design Service Strategy ITIL guidance in achieving customer and provide beneficial solutions ITSM Functions Technical Management Application Management Operation Management Service Desk Technical resources required to develop and deliver successful projects and IT services
  • 61© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved ITIL® Service Lifecycle – Big Picture
  • 62© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved COBIT® 5
  • 63© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved What is COBIT?  Control Objectives for Information and Related Technology (COBIT) is a framework created by ISACA for information technology (IT) management and IT governance.  It is a supporting toolset that allows managers to bridge the gap between control requirements, technical issues and business risks.
  • 64© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved COBIT 5 Principles
  • 65© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Principle 1: Meeting Stakeholder Needs
  • 66© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Principle 2: Covering the Enterprise End–to–End Governance Enablers comprising: • The organizational resources for governance • The enterprise’s resources • A lack of resources or enablers may affect the ability of the enterprise to create value Governance Scope comprising • The whole enterprise • An entity, a tangible or intangible asset, etc.
  • 67© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Principle 3: Applying a Single Integrated Framework Enablers provide structure to the COBIT 5 knowledge base
  • 68© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Principle 4: Enabling a Holistic Approach
  • 69© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Principle 5 - Governance and Management Defined
  • 70© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved  Governance ensures that stakeholder needs, conditions and options are: - Evaluated to determine balanced, agreed-on enterprise objectives to be achieved - Setting direction through prioritization and decision making - Monitoring performance, compliance and progress against agreed direction and objectives (EDM)  Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives (PBRM) Principle 5: Separating Governance from Management
  • 71© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved COBIT 5 Process Reference Model
  • 72© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved COBIT 5 Mapping Summary
  • 73© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Program Structure
  • 74© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Goal-Based processes priorities  The following Goals Cascade assumes the adherence to the following Business Goals - Optimization of business process functionality. • Strengthen the internal processes and process delivery of service provider as an organization until they are prepared to deliver value and effectiveness. - Customer oriented service culture. • Evolve a service catalogue and portfolio into services that are clarified, supported and advertised to the stakeholders and customers. Refine and perfect the model for how those services are delivered by service provider and measure how well they are received. - Stakeholder value of business investments. • Manage and refine the ‘value’ of Service Provider’s services and the organization. • Apply every method possible to improve benefits while balancing cost.
  • 75© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Benefits of ITSM Implementation Against CMMi PROCESS MATURITY Initial (0-0.99) Defined (2-2.99) Managed (3-3.99) Optimized (4-5.00) Repeatable (1-1.99) Best practices are followed and automated Processes are aligned with business objectives Processes are optimized toward customer service Continuous improvement Well-documented overall tool architecture with complete integration in all areas of people, process, and technology Loosely defined roles and responsibilities Processes are irregular, undefined, and used reactively Manual processes or a few specific discrete tools (pockets/islands) No internal resources are allocated to lead process maturity effort Roles and responsibilities are assigned Processes follow a regular pattern and are capable of being repeated Many discrete tools, but a lack of central control Data stored in separate locations Clearly defined and agreed roles and responsibilities Formal ITIL training plan and schedule Processes are documented and communicated Consolidated data retained and used for trending and forecasting Inter and intra process teamwork Quality-based performance incentives Processes are monitored and measured Info is produced from processes to support management decisions. Integrated toolsets, databases, and processes Level 2 Level 1 Level 3 Level 4 Level 5Note: • Focus on ‘improvements’ • Implementation will focus on control. • Process design should be ‘integrated’.
  • 76© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Assessment Results
  • 77© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Assessment Overview
  • 78© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample High Level Roadmap
  • 79© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved  Formalizing the Service Management Strategic Plan as part of the first steps in implementing a service management culture.  Establish an Enterprise Architecture Framework to guide, inform and accelerate Service Management projects and initiatives.  Develop a governance model for managing the Enterprise Architecture with corresponding RACI charts and an Enterprise Architecture Compliance model.  Build an ITSM Business Relationship Management framework.  Adopt and refine a service delivery model for shared services.  Define, select and implement an integrated IT Service Management tool.  Modify job descriptions to match changes to roles as an effect of introducing the new governance models.  Train staff in the industry frameworks and new/changed processes.  Introduce a Continual Service Improvement program across Service provider’s organization Sample Recommendations
  • 80© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Additional Recommendations  Final assessment report  Business case  Implementation plan - Processes - Technology - People
  • 81© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Important Considerations to the Approach
  • 82© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved The Cycle of Continual Service Improvement  The Approach to Continual Service Improvement Produce meaningful measurements & metrics. Monitor and review Initiate service & process improvement initiatives Develop plans, schedule and allocate resources Based on realistic measurable targets. Consider constraints – Time, Money and Resources Current state baselines, capability & maturity. Compare with best practice, legislation, policy, etc. In line with business vision, goals & objectives What is the ITSM Vision?1 How do we confirm milestones have been reached? How do we get where we want to be? Where do we want to be? Where are we now?2 3 4 5  Crown Copyright 2007. Reproduced under license from OGC How do we keep the momentum going? 6Communicate and recognize good work. Foster a service management culture Ongoing CSI 3-6 months 2-5 years
  • 83© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Implementation Impact Areas  Implementation has an impact on many parts of the IT organization  Process re-engineering changes everything…  Crown Copyright 2007. Reproduced under license from OGC PROCESS PEOPLE MANAGEMENT TECHNOLOGY • Single Point of Accountability • Logical Group of Activities • Cross Departmental • Defined Procedures • Repeatable, Consistent • Global Standards • Enhanced Skills • Multi-Functional Teams • Values/Beliefs • Cultural Biases • Training • Career Development • Mgmt. Commitment • Mgmt. Participation • Compensation / Rewards • Values / Beliefs • Coaching / Enabler • Career Opportunities • Organizational Design • Teamwork Enabled • Service Management Tools • Integrated Data Sharing • Knowledge Management • Management Information
  • 84© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Challenges, Critical Success Factors and Risks
  • 85© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Critical Success Factors  Understand Business and IT strategy and goals  Securing Management commitment and Involvement  Understand your stakeholders, their impact and view points  Establish your Business Case  Ensure sufficient program funding  Allocate knowledgeable resources at the right level with proper RACI R&R mapping  Identify the program road map and CSFs
  • 86© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Critical Success Factors  Ensure Program Owner/Champion, Service Owner and Business Relationship Managers roles are in place  Adoption, definition and design of relevant ITSM processes  Have the right tools to support your program  Establish a knowledge transfer program
  • 87© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Challenges / Risks  Working under pressure and in reactive mode will impact your benefit realization  Managing behavioral and cultural change  Lack of understanding of the roles and responsibilities  Inadequate resources, budget and time  Lack of information, monitoring and measurements to understand current status  Inappropriate tools and technologies  Unstructured implementation approach
  • 88© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Challenges / Risks  Lack or wrong Performance Measurements  Ambiguity of business needs and requirement  Lack of understanding how ITSM enables and supports business services and processes  Over-ambitious goals  Lack of governance  “Tool” approach to Implementing ITSM  Implementation without the proper “Transition” processes and activities
  • 89© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Skills Framework (Resources Capacity)
  • 90© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Business Architecture
  • 91© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved The Structure Of The Architecture Skills Framework  A typical architecture team undertaking the development of an enterprise architecture would comprise the following roles: - Architecture Board Members - Architecture Sponsor - Architecture Manager - Architects for: • Enterprise Architecture • Business Architecture • Data Architecture • Application Architecture • Technology Architecture • Program and / or Project Managers • IT Designer • etc . . .
  • 92© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved The Structure Of The Architecture Skills Framework  Categories of Skills - The TOGAF team skill set will need to include the following main categories of skills: • Generic Skills: leadership, team working, inter-personal, etc. • Business Skills and Methods: business cases, business process, strategic planning, etc. • Enterprise Architecture Skills: modeling, building block design, applications and role design, systems integration, etc. • Program or Project Management Skills: managing business, change, project management methods and tools, etc. • IT General Knowledge Skills: brokering applications, asset management, migration planning, SLAs, etc. • Technical IT Skills: software engineering, security, data interchange, data management, etc. • Legal Environment: data protection laws, contract law, procurement law, fraud, etc.
  • 93© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Structure Of The Architecture Skills Framework  Skills Matrices – Example Generic Skills
  • 94© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved  Program Management  Project Management  Business Analysis  Consulting Skills Other capabilities
  • 95© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved ITIL® 2011 Qualification Scheme / ITSM Capabilities  Note - Minimum 22 credits required to achieve ITIL® Expert level
  • 96© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Service Strategy
  • 97© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Service Design
  • 98© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Service Transition
  • 99© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Service Operation
  • 100© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Continuous Service Improvement
  • 101© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved COBIT® 5.0 Certification Scheme  Foundation - Prerequisite • None - Audience • IT auditors, IT managers, IT quality professionals, IT leadership, IT developers, process practitioners, managers in IT service providing firms  Implementers - Prerequisite • Successful completion of the COBIT 5 Foundation Exam • Successful completion of the COBIT 5 Implementation Course - Audience • IT auditors, IT managers, IT quality professionals, IT leadership, IT developers, process practitioners , Managers in IT service providing firms, business managers  Assessors - Prerequisite • Successful completion of the COBIT 5 Foundation Exam • Successful completion of the COBIT 5 Assessor Course - Audience • Internal and External Auditors, IT Auditors and Consultants
  • 102© Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Thank You. Questions!?