This document provides an overview of COBIT 5, a framework for the governance and management of enterprise IT. COBIT 5 helps enterprises create optimal value from IT by balancing benefits realization with risk optimization and resource use. The framework is designed to be a single integrated governance framework that covers the entire enterprise from end to end. It separates governance, which evaluates options and sets direction, from management, which implements activities. COBIT 5 aims to help enterprises maintain high quality information, generate value from IT, achieve operational excellence, manage IT risks, optimize costs, and ensure compliance.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
History of IT Service Management Practices and StandardsRob Akershoek
Â
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
History of IT Service Management Practices and StandardsRob Akershoek
Â
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Process Change: Communication & Training TipsTKMG, Inc.
Â
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
â
LEARNING OBJECTIVES
ďťż
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop âKaizen eyesâ to look for improvement opportunities
4. Describe the various Lean roles
â
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Personally designed (content + graphics design), officially accredited COBITÂŽ5 Assessor courseware.
COBITÂŽ is a trademark of ISACAÂŽ registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Six sigma can be a methodology, a metric, a philosophy or a management system. Six Sigma â A philosophy that encourages transition from intuition (gut feel) towards inferential statistics in everything we do. It's a method of controlling the independent variables to ensure minimum or zero variability in the dependent variable (outcome).
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs donât always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Donât take an ad hoc approach to transformation.
Youâre not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
In this lesson, we have covered:
General history of six sigma and continuous improvement
History of lean
Contributions of various people in the evolution of lean six sigma
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
Â
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
PECB Webinar: Aligning COBIT 5.0 and ISO/IEC 38500PECB
Â
The webinar covers:
⢠Overview of description and principles of COBIT 5.0
⢠How COBIT is adopted by ISO/IEC 38500
⢠Complementary values that ISO 38500 and COBIT 5.0 bring to each other
⢠How companies can use this approach for maximum benefits
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, Chief Trainer for Training Heights Limited and an experienced Enterprise Architect.
Link of the recorded session published on YouTube: https://www.youtube.com/watch?v=lnrji3A6C0I
The COBIT 5 framework describes seven categories of enablers
⢠Principles, policies and frameworks are the vehicle to translate the desired behaviour into practical guidance for
day-to-day management.
⢠Processes describe an organised set of practices and activities to achieve certain objectives and produce a set of
outputs in support of achieving overall IT-related goals.
⢠Organisational structures are the key decision-making entities in an enterprise.
⢠Culture, ethics and behaviour of individuals and of the enterprise are very often underestimated as a success factor
in governance and management activities.
⢠Information is pervasive throughout any organisation and includes all information produced and used by the
enterprise. Information is required for keeping the organisation running and well governed, but at the operational
level, information is very often the key product of the enterprise itself.
⢠Services, infrastructure and applications include the infrastructure, technology and applications that provide the
enterprise with information technology processing and services.
⢠People, skills and competencies are linked to people and are required for successful completion of all activities and
for making correct decisions and taking corrective actions.
Process Change: Communication & Training TipsTKMG, Inc.
Â
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
â
LEARNING OBJECTIVES
ďťż
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop âKaizen eyesâ to look for improvement opportunities
4. Describe the various Lean roles
â
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Personally designed (content + graphics design), officially accredited COBITÂŽ5 Assessor courseware.
COBITÂŽ is a trademark of ISACAÂŽ registered in the United States and other countries.
Trademarks are properties of the holders, who are not affiliated with courseware author.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Six sigma can be a methodology, a metric, a philosophy or a management system. Six Sigma â A philosophy that encourages transition from intuition (gut feel) towards inferential statistics in everything we do. It's a method of controlling the independent variables to ensure minimum or zero variability in the dependent variable (outcome).
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs donât always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Donât take an ad hoc approach to transformation.
Youâre not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
In this lesson, we have covered:
General history of six sigma and continuous improvement
History of lean
Contributions of various people in the evolution of lean six sigma
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
Â
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
PECB Webinar: Aligning COBIT 5.0 and ISO/IEC 38500PECB
Â
The webinar covers:
⢠Overview of description and principles of COBIT 5.0
⢠How COBIT is adopted by ISO/IEC 38500
⢠Complementary values that ISO 38500 and COBIT 5.0 bring to each other
⢠How companies can use this approach for maximum benefits
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, Chief Trainer for Training Heights Limited and an experienced Enterprise Architect.
Link of the recorded session published on YouTube: https://www.youtube.com/watch?v=lnrji3A6C0I
The COBIT 5 framework describes seven categories of enablers
⢠Principles, policies and frameworks are the vehicle to translate the desired behaviour into practical guidance for
day-to-day management.
⢠Processes describe an organised set of practices and activities to achieve certain objectives and produce a set of
outputs in support of achieving overall IT-related goals.
⢠Organisational structures are the key decision-making entities in an enterprise.
⢠Culture, ethics and behaviour of individuals and of the enterprise are very often underestimated as a success factor
in governance and management activities.
⢠Information is pervasive throughout any organisation and includes all information produced and used by the
enterprise. Information is required for keeping the organisation running and well governed, but at the operational
level, information is very often the key product of the enterprise itself.
⢠Services, infrastructure and applications include the infrastructure, technology and applications that provide the
enterprise with information technology processing and services.
⢠People, skills and competencies are linked to people and are required for successful completion of all activities and
for making correct decisions and taking corrective actions.
CHAPTER 10
INFORMATION GOVERNANCE
Information Governance and Information
Technology Functions
ITS 833
Dr. Mia Simmons
Chapter Overview
â This chapter will cover pages 189-206 in
your book.
â This chapter discusses how Information
Technology (IT) aligns directly with the
success of Information Governance.
2
What is Information Technology?
â Information technology (IT) is a core function impacted by
information governance (IG) efforts.
â The IT side, shared responsibility for IG means the IT
department itself must take a closer look at IT processes
and activities with an eye to IG.
â A focus on improving IT efficiency, software development
processes, and data quality will help contribute to the
overall IG program effort
3
CIO & IT Leaders Key Focus Areas
â Four IG areas for successful delivery of IG efforts:
1. Donât focus on technology, focus on business impact
â IT needs to become more business savvy, more businesslike, more
focused on delivering business benefits that can help the organization
to meet its business goals and achieve its business objectives.
2. Customize your IG approach for your specific business, folding in
any industry-specific best practices possible.
â there are components that are common to all industries, but tailoring
your approach to your organization is the only way to deliver real
business value and results
3. Make the business case for IG by tying it to business objectives
â The business case must be presented in order to gain executive
sponsorship, which is an essential component of any IG effort.
4. Standardize use of business terms
â IG requires a cross-functional effort, so you must be speaking the
same language, which means the business terms you use in your
organization must be standardize
4
Data
Governance
â Data is big, data is growing, data is
valuable, and the insights that can be
gained by analyzing clean, reliable data
with the latest analytic tools are a sort of
new currency.
â focuses on information quality from the
ground up (at the lowest or root level), so
that subsequent reports, analyses and
conclusions are based on clean, reliable,
trusted data (or records) in database
tables
â Data governance is a newer, hybrid
quality control discipline that includes
elements of data quality, data
management, IG policy development,
business process improvement, and
compliance and risk management.
â Data governance with real-time analytics
and business intelligence (BI) software
not only can yield insights into significant
and emerging trends but also can provide
solid information for decision makers to
use in times of crisisâor opportunity.
5
Steps to Governing Data
Effectively
1. Recruit a strong executive sponsor.
2. Assess your current state
3. Set the ideal state vision and strategy.
4. Compute the value of your data.
5. Asses Risk
6. Implement a going-forward strategy
7. Assign accountabili.
CHAPTER 10
INFORMATION GOVERNANCE
Information Governance and Information
Technology Functions
ITS 833
Dr. Mia Simmons
Chapter Overview
â This chapter will cover pages 189-206 in
your book.
â This chapter discusses how Information
Technology (IT) aligns directly with the
success of Information Governance.
2
What is Information Technology?
â Information technology (IT) is a core function impacted by
information governance (IG) efforts.
â The IT side, shared responsibility for IG means the IT
department itself must take a closer look at IT processes
and activities with an eye to IG.
â A focus on improving IT efficiency, software development
processes, and data quality will help contribute to the
overall IG program effort
3
CIO & IT Leaders Key Focus Areas
â Four IG areas for successful delivery of IG efforts:
1. Donât focus on technology, focus on business impact
â IT needs to become more business savvy, more businesslike, more
focused on delivering business benefits that can help the organization
to meet its business goals and achieve its business objectives.
2. Customize your IG approach for your specific business, folding in
any industry-specific best practices possible.
â there are components that are common to all industries, but tailoring
your approach to your organization is the only way to deliver real
business value and results
3. Make the business case for IG by tying it to business objectives
â The business case must be presented in order to gain executive
sponsorship, which is an essential component of any IG effort.
4. Standardize use of business terms
â IG requires a cross-functional effort, so you must be speaking the
same language, which means the business terms you use in your
organization must be standardize
4
Data
Governance
â Data is big, data is growing, data is
valuable, and the insights that can be
gained by analyzing clean, reliable data
with the latest analytic tools are a sort of
new currency.
â focuses on information quality from the
ground up (at the lowest or root level), so
that subsequent reports, analyses and
conclusions are based on clean, reliable,
trusted data (or records) in database
tables
â Data governance is a newer, hybrid
quality control discipline that includes
elements of data quality, data
management, IG policy development,
business process improvement, and
compliance and risk management.
â Data governance with real-time analytics
and business intelligence (BI) software
not only can yield insights into significant
and emerging trends but also can provide
solid information for decision makers to
use in times of crisisâor opportunity.
5
Steps to Governing Data
Effectively
1. Recruit a strong executive sponsor.
2. Assess your current state
3. Set the ideal state vision and strategy.
4. Compute the value of your data.
5. Asses Risk
6. Implement a going-forward strategy
7. Assign accountabili ...
Abdelfattah Habib
Project Manager /
Senior IT Advisor
How To Pass COBIT 5 Foundation Exam
Agenda
What & Why COBIT5
Golden Plan
Proposed Study Schedule
Register For the Exam
Study Iterations 2 & 3
Exam
⢠COBIT 2019 story
Gift
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
Governance and Management of Enterprise IT with COBIT 5 FrameworkGoutama Bachtiar
Â
This courseware was designed for the training entitled 'Governance and Management of Enterprise IT with COBIT 5 Framework' with the objective of understanding COBIT 5 Framework as well as achieving IT Governance effectiveness using the respective framework.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Â
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youâll also learn
⢠Four (4) workplace discipline methods you should consider
⢠The best and most practical approach to implementing workplace discipline.
⢠Three (3) key tips to maintain a disciplined workplace.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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According to TechSci Research report, âIndia Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030â, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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CoBIT 5 (A brief Description)
1. CoBIT 5
âSimply stated, it helps enterprises create optimal value from IT by
maintaining a balance between realising benefits and optimising risk
levels and resource use.â
2. Executive Summary
Information is a key resource for all enterprises, and from the time that information is
created to the moment that it is destroyed, technology plays a significant role.
As a result, today, more than ever, enterprises and their executives strive to:
⢠Maintain high-quality information to support business decisions.
⢠Generate business value from IT-enabled investments, i.e., achieve strategic goals and
realise business benefits through effective and innovative use of IT.
⢠Achieve operational excellence through the reliable and efficient application of technology.
⢠Maintain IT-related risk at an acceptable level.
⢠Optimise the cost of IT services and technology.
⢠Comply with ever-increasing relevant laws, regulations, contractual agreements and
policies.
2
3. CoBIT 5 Principals
3
CoBIT 5
Principals
1. Meeting
Stakeholder
Needs
2. Covering
the
Enterprise
end to end
3. Applying a
single
integrated
framework
4.Enable a
Holistic
Approach
5.
Separating
Governance
from
Management
4. Principle 1: Meeting Stakeholder Needs
4
Stakeholder
Needs
Drive
Governance Objective: Value Creation
Benefits
Realisation
Risk
Optimisation
Resource
Optimisation
Value creation means realising benefits at an optimal resource cost while optimising risk.
5. COBIT 5 Goals Cascade
5
Step 1. Stakeholder Drivers Influence Stakeholder Needs
Stakeholder needs are influenced by a number of drivers, e.g., strategy changes, a changing business and
regulatory environment, and new technologies.
Step 2. Stakeholder Needs Cascade to Enterprise Goals
Stakeholder needs can be related to a set of generic enterprise goals. These enterprise goals have been developed
using the balanced scorecard (BSC).
Step 3. Enterprise Goals Cascade to IT-related Goals
Achievement of enterprise goals requires a number of IT-related outcomes,2 which are represented by the IT-
related goals. IT-related stands for information and related technology, and the IT-related goals are structured
along the dimensions of the IT balanced scorecard (IT BSC)
Step 4. IT-related Goals Cascade to Enabler Goals
Achieving IT-related goals requires the successful application and use of a number of enablers
6. COBIT 5 Goals Cascade
6
Enterprise Goals
IT â related Goals
Enabler Goals
7. CoBIT
7
CoBIT ( What you need to do)
ITIL
PRINCE2
PIMBOK
TOGAF
ISO20001
HOW TO DO IT.
10. Principle 2: Covering the Enterprise End-to-end
⢠COBIT 5 Integrates governance of enterprise IT into enterprise governance. That is,
the governance system for enterprise IT proposed by COBIT 5 integrates seamlessly
in any governance system.
⢠Covers all functions and processes required to govern and manage enterprise
information and related technologies wherever that information may be processed.
⢠COBIT 5 addresses all the relevant internal and external IT services, as well as
internal and external business processes.
10
11. End-to-end Governance Approach
11
Governance Enablers
Governance enablers are the organisational resources for governance, such as frameworks, principles, structures,
processes and practices, through or towards which action is directed and objectives can be attained. Enablers also
include the enterpriseâs resourcesâe.g., service capabilities (IT infrastructure, applications, etc.), people and
information. A lack of resources or enablers may affect the ability of the enterprise to create value.
Governance Scope
Governance can be applied to the entire enterprise, an entity, a tangible or intangible asset, etc. That is, it is
possible to define different views of the enterprise to which governance is applied, and it is essential to define this
scope of the governance system well.
Roles, Activities and Relationships
A last element is governance roles, activities and relationships. It defines who is involved in governance, how they
are involved, what they do and how they interact, within the scope of any governance system.
13. Principle 3: Applying a Single Integrated Framework
COBIT 5 is a single and integrated framework because:
1. It aligns with other latest relevant standards and frameworks, and thus allows the
enterprise to use COBIT 5 as the overarching governance and management framework
integrator.
2. It is complete in enterprise coverage, providing a basis to integrate effectively other
frameworks, standards and practices used.
3. A single overarching framework serves as a consistent and integrated source of guidance in
a nontechnical, technology-agnostic common language.
4. It provides a simple architecture for structuring guidance materials and producing a
consistent product set.
5. It integrates all knowledge previously dispersed over different ISACA frameworks.
13
14. Principle 4: Enabling a Holistic Approach
14
Principles, policies and frameworks are the vehicle to translate the desired behaviour into practical
guidance for day-to-day management.
Processes describe an organised set of practices and activities to achieve certain objectives and produce a
set of outputs in support of achieving overall IT-related goals.
Organisational structures are the key decision-making entities in an enterprise.
Culture, ethics and behaviour of individuals and of the enterprise are very often underestimated as a
success factor in governance and management activities.
Information is pervasive throughout any organisation and includes all information produced and used by the
enterprise. Information is required for keeping the organisation running and well governed.
Services, infrastructure and applications include the infrastructure, technology and applications that
provide the enterprise with information technology processing and services.
People, skills and competencies are linked to people and are required for successful completion of all
activities and for making correct decisions and taking corrective actions.
(7 Enablers)
16. Principles, Policies And Frameworks
Principles
⢠The organisationâs core
values
Frameworks
⢠Provide a structure to define
consistence guidance.
Policies
⢠Detailed guidance, putting
principles into practice.
16Principles, policies and frameworks are the vehicle to translate the desired behaviour into practical
guidance for day-to-day management.
17. Principle 5: Separating Governance From Management
Governance ensures that stakeholder needs, conditions and options are evaluated to
determine balanced, agreed-on enterprise objectives to be achieved; setting direction
through prioritisation and decision making; and monitoring performance and
compliance against agreed-on direction and objectives.
Management plans, builds, runs and monitors activities in alignment with the
direction set by the governance body to achieve the enterprise objectives.
17
VS
(E.D.M: Evaluate , Direct, Monitor)
(P.B.R.M: Plan, Build, Run & Monitor)
18. Principle 5: Separating Governance From
Management
18
(E.D.M: Evaluate ,
Direct, Monitor)
(P.B.R.M: Plan,
Build, Run &
Monitor)
20. Enabler Common Dimensions Model
20
Enabler Stakeholders Gaols Life Cycle Good Practices
Processes ⢠Staff
⢠Management
⢠Business partners
⢠Customers
⢠Consistently control the
conversion of org inputs (which
can be other processes) into
desired outputs with the
influence of enterprise policies
and procedures
⢠Based on the Goals Cascade
1. Defined
2. Created
3. Operated
4. Monitored
5. Adjusted / Updated
6. Retired
Org. Structures ⢠Staff
⢠Management
1. Defined
2. Created
3. Operated
4. Monitored
5. Adjusted / Updated
6. Retired
⢠Escalation procedures
⢠Delegation of authority
⢠Span of control
⢠Level of authority
Culture, Ethics & Behaviour ⢠Staff
⢠Management
⢠Business partners
⢠Customers
⢠Guide individual and enterprise
behaviour to archive maximum
value creation.
⢠Learn from mistakes
1. Defined
2. Created
3. Operated
4. Monitored
5. Adjusted / Updated
6. Retired
⢠Communication
⢠Enforcement
⢠Incentives and rewards
⢠Rules and Norms
⢠Champions
Information ⢠Staff
⢠Management
⢠Business partners
⢠Customers
⢠Volunteers
⢠Regulators
⢠Shareholders
⢠Effectiveness
⢠Efficiency
⢠Integrity
⢠Availability
⢠Confidentiality
⢠Compliance
1. Business IT Processes
generate & Process Data
into Information.
2. Information is transformed
into Knowledge.
3. Knowledge creates value.
4. Value drives Business IT
processes(see No.1)
⢠Physical (Carrier, Media)
⢠Empirical (User Interface)
⢠Syntactic (Language, Format)
⢠Semantic (Meaning), Type, Currency, Level
⢠Pragmatic (Use), Includes Retention, Status,
Contingency, Novelty
⢠Social (Context)
Principles Policies and
Frameworks
⢠Staff
⢠Management
⢠Regulators
⢠Customers
⢠Board Members
⢠Support enterprise gaols
⢠Frameworks create consistent
view of policies and offer a
structure for policy
maintenance.
1. Create
2. Review
3. Amend
4. Dispose
People, Skill and
Competencies
⢠Staff
⢠Management
⢠Business partners
⢠Customers
⢠Shareholders
⢠Elevate educational
qualifications and tech. skills
level of staff
⢠Retain Industry Knowledge
1. Defined
2. Created
3. Operated
4. Monitored
5. Adjusted / Updated
6. Retired
⢠Define skills requirements
⢠Refine skills categories into levels (trainee,
Expert, etc)
⢠Maintain skills description
Allows the definition of proorities for implementation Helps wit improvement
Make sure you identify the enablers in their different loactions. Are we understanding our services from end to end? You canât effectively add value if you donât know exactly what
Lag Indicators: Reflective indicator (after the goal has been achieved or not) Lead Indicators: are a forecast based on lag indicators.