COBIT is a framework for IT governance and management. It provides tools and guidance to help executives ensure IT is aligned with business objectives and delivering value. COBIT defines processes, goals, and metrics for IT activities to optimize value, manage risks, and measure performance. It harmonizes other standards like ITIL and ISO and is used globally by organizations to improve IT governance.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...Real IRM
This document discusses the relationship between corporate governance, IT governance, and enterprise architecture. It provides an overview of frameworks like King III, COBIT 5, and TOGAF 9 and how they relate to each other. Enterprise architecture is positioned as the link between corporate governance and IT governance and how developing a strong enterprise architecture practice can provide competitive advantages for organizations.
In this presentation, Gerhard Botha, Head of Group MES architecture at Sasol, discusses the major technological trends that are set to challenge businesses. He will take a look at opportunities as well as ways to respond to the challenges.
An overview of what it is and how it can benefit your operations. Enterprise Asset Management (EAM) is the lifecycle management of the physical assets of an organization. An asset can be such things as machines, equipment, tools, buildings, plants, vehicles or ships.
Try IBM Maximo today: https://www.ibm.com/us-en/marketplace/maximo
The document discusses Infosys' enterprise solutions business segment. It notes that this segment focuses on packaged product implementation and consulting services using software from vendors like SAP, Oracle, PeopleSoft etc. This segment contributes about 24% of Infosys' total revenue and has seen a CAGR of 51%. Key metrics provided include over 280 customers, 10,700 employees, and annual revenue of over $993 million. The segment services customers across industries and geographies.
Information Collaboration To Achieve Innovative OutcomeNasrollah Slaiman
Fujitsu is a global leader in IT and communications solutions, established in 1935 in Japan. It serves clients through consulting, IT infrastructure management, computing products, software, telecommunications, and other services. Fujitsu helped Mikimoto, a pearl company, by developing an open database system and data analytics tool to improve business processes. It also helped Qantas airline by developing a revenue interface application to simplify revenue management and integrate data from its 36 systems. Fujitsu's strengths include customized technological solutions that provide benefits like improved data access, accuracy, and business operations for its clients undergoing digital transformations.
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
Cisco implemented an ERP system to replace its legacy applications that could no longer handle the company's rapid growth. Key steps in the ERP implementation included selecting an integration partner, researching ERP vendors, choosing Oracle, and getting board approval for funding. Critical success factors were thorough testing and modifications, close teamwork, and employee commitment to the project. Cisco benefited from fortunate events like the legacy system crashing just before the board presentation and additional vendor support.
Digital transformation - Ready or (Probably) NotEverest Group
Digital transformation is an industry agnostic top priority for virtually every organization … but how many are actually ready to transform? Very few, as it turns out – Everest Group research indicates that only about 10% of enterprise IT organizations are ready to reinvent their enterprise through digital technology.
Meanwhile, readiness remains to be the key predictor of digital transformation success and it depends on a variety of prerequisite investments and conditions.
In this deck, we highlight the prerequisites for readiness. This is nothing less than a must-view for any org looking to do more than survive as industries continue the rotation to digital.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...Real IRM
This document discusses the relationship between corporate governance, IT governance, and enterprise architecture. It provides an overview of frameworks like King III, COBIT 5, and TOGAF 9 and how they relate to each other. Enterprise architecture is positioned as the link between corporate governance and IT governance and how developing a strong enterprise architecture practice can provide competitive advantages for organizations.
In this presentation, Gerhard Botha, Head of Group MES architecture at Sasol, discusses the major technological trends that are set to challenge businesses. He will take a look at opportunities as well as ways to respond to the challenges.
An overview of what it is and how it can benefit your operations. Enterprise Asset Management (EAM) is the lifecycle management of the physical assets of an organization. An asset can be such things as machines, equipment, tools, buildings, plants, vehicles or ships.
Try IBM Maximo today: https://www.ibm.com/us-en/marketplace/maximo
The document discusses Infosys' enterprise solutions business segment. It notes that this segment focuses on packaged product implementation and consulting services using software from vendors like SAP, Oracle, PeopleSoft etc. This segment contributes about 24% of Infosys' total revenue and has seen a CAGR of 51%. Key metrics provided include over 280 customers, 10,700 employees, and annual revenue of over $993 million. The segment services customers across industries and geographies.
Information Collaboration To Achieve Innovative OutcomeNasrollah Slaiman
Fujitsu is a global leader in IT and communications solutions, established in 1935 in Japan. It serves clients through consulting, IT infrastructure management, computing products, software, telecommunications, and other services. Fujitsu helped Mikimoto, a pearl company, by developing an open database system and data analytics tool to improve business processes. It also helped Qantas airline by developing a revenue interface application to simplify revenue management and integrate data from its 36 systems. Fujitsu's strengths include customized technological solutions that provide benefits like improved data access, accuracy, and business operations for its clients undergoing digital transformations.
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
Cisco implemented an ERP system to replace its legacy applications that could no longer handle the company's rapid growth. Key steps in the ERP implementation included selecting an integration partner, researching ERP vendors, choosing Oracle, and getting board approval for funding. Critical success factors were thorough testing and modifications, close teamwork, and employee commitment to the project. Cisco benefited from fortunate events like the legacy system crashing just before the board presentation and additional vendor support.
Digital transformation - Ready or (Probably) NotEverest Group
Digital transformation is an industry agnostic top priority for virtually every organization … but how many are actually ready to transform? Very few, as it turns out – Everest Group research indicates that only about 10% of enterprise IT organizations are ready to reinvent their enterprise through digital technology.
Meanwhile, readiness remains to be the key predictor of digital transformation success and it depends on a variety of prerequisite investments and conditions.
In this deck, we highlight the prerequisites for readiness. This is nothing less than a must-view for any org looking to do more than survive as industries continue the rotation to digital.
This document discusses strategic planning of information systems. It explains that information systems planning is the process of developing a view of the future that guides today's decision making. When planning new information systems, key organizational factors must be considered including structure, culture, tasks and business processes. Strategic environmental challenges are also important to consider, such as Porter's competitive forces. Different types of competitive strategies like low-cost leadership, product differentiation and market focus can be enabled through information systems. The value chain and value web models are also discussed. The document outlines the process of strategic information systems planning and how to select and evaluate projects using methods like portfolio analysis and multicriteria decision making. It provides an example of how to create a business case to
Driving Innovation, Sustainability and Performance @ ARC's 2011 Industry Forum ARC Advisory Group
Driving Innovation, Sustainability and Performance @ ARC's 2011 Industry Forum by Andy Chatha.
Today’s Business Drivers
Uncertainty
Security
Scarce Resources
Need to Go Green
Global Competition
Changing Workforce
Increasing Regulations
Emerging Smart Grid
Easy IT Solutions
Today’s business drivers demand agility
Jeff Dixon Successful End To End Transformationsjeffadixon
I have led several global business process transformations over the past 6 years, saving over $2 billion in operational costs. Some of the key transformations included consolidating 54 telecom providers to a single managed service, migrating 18 ERPs to a single system, assisting in migrating multiple HR systems to a single help desk, and establishing best practices for supplier relationships that saved $330 million. Overall, the transformations focused on streamlining operations through consolidation, standardization, and strategic sourcing.
SpecIT is a software suite developed by MMG that helps organizations better manage their IT investments through four interconnected applications: IVSM for specifying and shortlisting technology needs, Portfolios for cataloging existing IT inventory, ROI for return on investment analysis, and Programme for aligning initiatives with strategy. SpecIT provides tools to record requirements, compare options, and rationalize applications and infrastructure. It can help organizations significantly reduce IT costs through improved project prioritization and selection of packaged software. SpecIT has been used by over 350 clients across various industries globally to control costs and inform technology decisions.
Digital marketing refers to a set of practices for promoting your brand and services over the web through websites. Pushing aside the conventional norms of shouting about an enterprise in every possible manner, marketing has become smarter, cheaper and more result oriented. The same takes into account a lot of permutations in fetching the most appropriate keywords, based on which the entire advertising campaign is structured. Transforming start-ups into brands following a strategic approach at syncing with the search engine behaviors, we at IT Minds Lab are a dedicated digital marketing company in India with a bag full of insightful ideas. While your competitor has incarnated a digital presence to reach out to a wider customer base, it becomes all the more imperative for you to approach the best digital marketing agency.
This panel will examine the impact of the growth of the service economy on organizations and information systems from four perspectives: (1) internal changes in organizations, both service providers and service clients, in terms of their structures, processes, and competencies; (2) redefinition of inter-organizational relationships and re-drawing of organizational boundaries and identities; (3) the role of IS in enabling these new collaborative relationships; and (4) the possibility of designing better applications to enhance organizations’ capacity to engage in service exchanges.
This document summarizes the experience and skills of a strategic, results-oriented senior business and IT professional. They have over 20 years of experience as both a CIO and IT manager, and have expertise in aligning IT with business goals. Some of their key accomplishments include implementing ERP systems, managing IT operations, and leading the successful transition of companies to new IT infrastructure and systems.
The document provides a summary of the professional experience of an individual including roles in international business development, banking, and information technology. Some of the key roles and achievements mentioned include:
- Current role as Director of International Business Development for a mobile financial services company launching across Europe.
- Previous experience implementing mobile financial software and enhancing application platforms for mobile operators in Pakistan and the Middle East.
- Past roles restructuring banks through centralizing operations, implementing core banking systems, reducing headcounts, and improving efficiencies.
- Experience in strategic transformation, technology infrastructure development, and product implementation for banks across several countries in Asia and Europe.
3B Business transformation from the inside: how & why the NSPCC moved from Ch...CFG
This document discusses the need for a new IT strategy at a nonprofit organization. Key drivers include rapid technology changes, new corporate initiatives requiring IT support, and the need to deliver value. The objectives of the new strategy are to establish a stable infrastructure, create solid governance, build IT capabilities, and roll out major programs. The organization selected Northgate as its new IT supplier after an extensive selection process. The contract aims to transform the IT environment through activities like refreshing all devices, upgrading applications, and redesigning the network. Governance boards are in place and the transition is complete, with the transformation underway.
This document summarizes a presentation on experience and best practices from international XBRL case studies. The presentation covers the history and background of XBRL, a new era of regulatory reporting and compliance using technologies like RegTech and XBRL, and lessons learned and best practices. Key takeaways include that regulatory compliance costs are growing due to increasing complexity, technologies can help reduce these costs through more efficient reporting, and data standards are needed for the digital transformation of regulatory reporting.
The document discusses various IT outsourcing models and trends in the Israeli market, including:
1) It describes several common outsourcing models such as managed services, application service providers, hosting, and business process outsourcing.
2) It provides examples of major players in the Israeli outsourcing market for each model and notes satisfaction surveys showing EDS as the leader.
3) It discusses trends showing outsourcing has matured and stabilized in Israel with most companies utilizing some form of outsourcing.
ARC’s 19th Annual Industry Forum in Orlando drew more than 700 participants from approximately 300 different companies and 25 countries. The theme for this year's Forum, "Industry in Transition: The Information-driven Enterprise for the Connected World," resonated well with attendees, many who are currently trying to get a handle on the latest Internet-enabled automation and information technologies and determine if and how they can enable competitive advantage.
The document discusses a case study analysis of Cisco Systems' implementation of an ERP system. Cisco's CIO Pete Solvik had $200,000 remaining in the ERP budget to reward the implementation team for their work. Cisco had a history of decentralized systems that failed dramatically in 1994, showing the need for an ERP system. Cisco selected Oracle as its ERP vendor after an RFP process, prioritizing Oracle's manufacturing capabilities, promises of functionality development, and proximity to assist with implementation. The team delivered the new ERP system, replacing all core systems, in an unprecedented short timeframe of just five months.
The IT Financial Management Cost Transparency JourneyPete Hidalgo
The document discusses Ernst & Young's IT Financial Management journey framework to help organizations improve transparency and increase satisfaction around IT costs and services. The framework is a 6 step process that includes: 1) conducting a current state assessment, 2) defining IT services, 3) calculating unit costs for each service, 4) establishing metrics and reporting, 5) implementing a chargeback model, and 6) creating a bill of IT. The goal is to break down IT costs and clearly show how they align with specific services in order to demonstrate value to the business.
Financial Reporting Challenges and Solutions - Corporate Reportingpaul young cpa, cga
The document discusses challenges in financial reporting and solutions. It covers areas of focus for CFOs like changes in accounting standards, budgeting cycles, reducing close times, and risk compliance. Continuous accounting and use of automation/integration between systems are suggested to expedite the close process. The role of artificial intelligence, data science, and emerging technologies in accounting is also examined.
Enterprise Applications Modernization, Issues and OpportunitiesIJARIIT
The Enterprise application complexity of enterprises has assumed gigantic proportions in last 3-4 decades. In large enterprises, thousands of applications run on varied platforms. IT is not able to cater to the fast changing business needs as productivity is hindered by the soloed and duplicate applications. One of the key objectives of CIOs in 2015 onwards is to how to make future ready of the Enterprise applications so that they can meet the macro-economic business challenges of the modern day.
This paper examines the major business challenges and drivers for enterprise application modernization, key benefits of optimization and modernization.
This white paper discusses digital transformation in the oil and gas pipeline industry. It provides an overview of IOPTech's Digital Operations Transformation model, which outlines a 10-stage framework for digital evolution. The paper also discusses how digital technologies can enable life cycle asset management, collaborative ecosystems, and innovative customer engagement models. Finally, it covers IOPTech's software solutions for pipeline leak detection and their focus on continuous monitoring and advanced analytics to improve asset performance management.
The document summarizes the Indian ERP market. It states that the Indian ERP market is expected to reach $XX Billion by 2024, growing at 21.8% annually from 2019-2024. The market is driven by businesses moving to digitalization and cloud adoption. It provides statistics on market share of leading ERP providers in India like Microsoft, Oracle, SAP and others. The document also discusses trends like increased demand for cloud ERP applications and integration of ERP with IoT. It covers the ERP adoption rates across various Indian industries as well as reasons for investing in ERP systems.
This document is a two-page CV for Patrick Bergeron, an IT executive with experience leading global IT transformations and digital innovation projects for multinational companies. The CV highlights his expertise in areas such as business alignment, change management, cost optimization, and delivering strategic IT programs. Notable achievements include establishing an offshore development center to reduce costs, building tools to accelerate R&D, and rolling out ERP systems on time and under budget during mergers and acquisitions.
Industry 4.0 refers to the current trend of automation and data exchange in manufacturing technologies. It involves the connection of cyber-physical systems, the Internet of Things, cloud computing and cognitive computing using sensors, software and data exchange to drive better business decision-making. This new era of flexible automation is changing the way goods are warehoused and distributed through the use of intelligent sensors, robotics and modular systems that are easily adaptable. Warehouse 4.0 aims to optimize operations through greater flexibility, reduced costs, modular automation and improved customer satisfaction.
Measuring IT Value with Business Intelligence and AnalyticsComScibyUpland
Slide deck from Upland's Impact 2015 event. This practical how-to, interactive session illustrates the powerful yet easy-to-use analytic capabilities to make better resource and cost benefit decisions. It demonstrates ways to use the Dashboards and other “what if” analyses, and how to apply the Application Rationalization Analytics and Demand Planning.
IT Governance aims to align IT initiatives with business objectives, prioritize projects based on benefits and ROI, organize related projects to avoid duplication, lower total costs of ownership, and provide visibility into decision making processes. The proposed product enables informed IT investment decisions through a collaborative platform, sourcing required information from within organizations or decision makers' experiences. It ensures all relevant aspects and information are considered in analysis to make informed decisions and tracks key aspects with full visibility of decision making. The models provided are based on extensive research and can be enhanced over time as more decisions are made, growing with the organization.
This document discusses strategic planning of information systems. It explains that information systems planning is the process of developing a view of the future that guides today's decision making. When planning new information systems, key organizational factors must be considered including structure, culture, tasks and business processes. Strategic environmental challenges are also important to consider, such as Porter's competitive forces. Different types of competitive strategies like low-cost leadership, product differentiation and market focus can be enabled through information systems. The value chain and value web models are also discussed. The document outlines the process of strategic information systems planning and how to select and evaluate projects using methods like portfolio analysis and multicriteria decision making. It provides an example of how to create a business case to
Driving Innovation, Sustainability and Performance @ ARC's 2011 Industry Forum ARC Advisory Group
Driving Innovation, Sustainability and Performance @ ARC's 2011 Industry Forum by Andy Chatha.
Today’s Business Drivers
Uncertainty
Security
Scarce Resources
Need to Go Green
Global Competition
Changing Workforce
Increasing Regulations
Emerging Smart Grid
Easy IT Solutions
Today’s business drivers demand agility
Jeff Dixon Successful End To End Transformationsjeffadixon
I have led several global business process transformations over the past 6 years, saving over $2 billion in operational costs. Some of the key transformations included consolidating 54 telecom providers to a single managed service, migrating 18 ERPs to a single system, assisting in migrating multiple HR systems to a single help desk, and establishing best practices for supplier relationships that saved $330 million. Overall, the transformations focused on streamlining operations through consolidation, standardization, and strategic sourcing.
SpecIT is a software suite developed by MMG that helps organizations better manage their IT investments through four interconnected applications: IVSM for specifying and shortlisting technology needs, Portfolios for cataloging existing IT inventory, ROI for return on investment analysis, and Programme for aligning initiatives with strategy. SpecIT provides tools to record requirements, compare options, and rationalize applications and infrastructure. It can help organizations significantly reduce IT costs through improved project prioritization and selection of packaged software. SpecIT has been used by over 350 clients across various industries globally to control costs and inform technology decisions.
Digital marketing refers to a set of practices for promoting your brand and services over the web through websites. Pushing aside the conventional norms of shouting about an enterprise in every possible manner, marketing has become smarter, cheaper and more result oriented. The same takes into account a lot of permutations in fetching the most appropriate keywords, based on which the entire advertising campaign is structured. Transforming start-ups into brands following a strategic approach at syncing with the search engine behaviors, we at IT Minds Lab are a dedicated digital marketing company in India with a bag full of insightful ideas. While your competitor has incarnated a digital presence to reach out to a wider customer base, it becomes all the more imperative for you to approach the best digital marketing agency.
This panel will examine the impact of the growth of the service economy on organizations and information systems from four perspectives: (1) internal changes in organizations, both service providers and service clients, in terms of their structures, processes, and competencies; (2) redefinition of inter-organizational relationships and re-drawing of organizational boundaries and identities; (3) the role of IS in enabling these new collaborative relationships; and (4) the possibility of designing better applications to enhance organizations’ capacity to engage in service exchanges.
This document summarizes the experience and skills of a strategic, results-oriented senior business and IT professional. They have over 20 years of experience as both a CIO and IT manager, and have expertise in aligning IT with business goals. Some of their key accomplishments include implementing ERP systems, managing IT operations, and leading the successful transition of companies to new IT infrastructure and systems.
The document provides a summary of the professional experience of an individual including roles in international business development, banking, and information technology. Some of the key roles and achievements mentioned include:
- Current role as Director of International Business Development for a mobile financial services company launching across Europe.
- Previous experience implementing mobile financial software and enhancing application platforms for mobile operators in Pakistan and the Middle East.
- Past roles restructuring banks through centralizing operations, implementing core banking systems, reducing headcounts, and improving efficiencies.
- Experience in strategic transformation, technology infrastructure development, and product implementation for banks across several countries in Asia and Europe.
3B Business transformation from the inside: how & why the NSPCC moved from Ch...CFG
This document discusses the need for a new IT strategy at a nonprofit organization. Key drivers include rapid technology changes, new corporate initiatives requiring IT support, and the need to deliver value. The objectives of the new strategy are to establish a stable infrastructure, create solid governance, build IT capabilities, and roll out major programs. The organization selected Northgate as its new IT supplier after an extensive selection process. The contract aims to transform the IT environment through activities like refreshing all devices, upgrading applications, and redesigning the network. Governance boards are in place and the transition is complete, with the transformation underway.
This document summarizes a presentation on experience and best practices from international XBRL case studies. The presentation covers the history and background of XBRL, a new era of regulatory reporting and compliance using technologies like RegTech and XBRL, and lessons learned and best practices. Key takeaways include that regulatory compliance costs are growing due to increasing complexity, technologies can help reduce these costs through more efficient reporting, and data standards are needed for the digital transformation of regulatory reporting.
The document discusses various IT outsourcing models and trends in the Israeli market, including:
1) It describes several common outsourcing models such as managed services, application service providers, hosting, and business process outsourcing.
2) It provides examples of major players in the Israeli outsourcing market for each model and notes satisfaction surveys showing EDS as the leader.
3) It discusses trends showing outsourcing has matured and stabilized in Israel with most companies utilizing some form of outsourcing.
ARC’s 19th Annual Industry Forum in Orlando drew more than 700 participants from approximately 300 different companies and 25 countries. The theme for this year's Forum, "Industry in Transition: The Information-driven Enterprise for the Connected World," resonated well with attendees, many who are currently trying to get a handle on the latest Internet-enabled automation and information technologies and determine if and how they can enable competitive advantage.
The document discusses a case study analysis of Cisco Systems' implementation of an ERP system. Cisco's CIO Pete Solvik had $200,000 remaining in the ERP budget to reward the implementation team for their work. Cisco had a history of decentralized systems that failed dramatically in 1994, showing the need for an ERP system. Cisco selected Oracle as its ERP vendor after an RFP process, prioritizing Oracle's manufacturing capabilities, promises of functionality development, and proximity to assist with implementation. The team delivered the new ERP system, replacing all core systems, in an unprecedented short timeframe of just five months.
The IT Financial Management Cost Transparency JourneyPete Hidalgo
The document discusses Ernst & Young's IT Financial Management journey framework to help organizations improve transparency and increase satisfaction around IT costs and services. The framework is a 6 step process that includes: 1) conducting a current state assessment, 2) defining IT services, 3) calculating unit costs for each service, 4) establishing metrics and reporting, 5) implementing a chargeback model, and 6) creating a bill of IT. The goal is to break down IT costs and clearly show how they align with specific services in order to demonstrate value to the business.
Financial Reporting Challenges and Solutions - Corporate Reportingpaul young cpa, cga
The document discusses challenges in financial reporting and solutions. It covers areas of focus for CFOs like changes in accounting standards, budgeting cycles, reducing close times, and risk compliance. Continuous accounting and use of automation/integration between systems are suggested to expedite the close process. The role of artificial intelligence, data science, and emerging technologies in accounting is also examined.
Enterprise Applications Modernization, Issues and OpportunitiesIJARIIT
The Enterprise application complexity of enterprises has assumed gigantic proportions in last 3-4 decades. In large enterprises, thousands of applications run on varied platforms. IT is not able to cater to the fast changing business needs as productivity is hindered by the soloed and duplicate applications. One of the key objectives of CIOs in 2015 onwards is to how to make future ready of the Enterprise applications so that they can meet the macro-economic business challenges of the modern day.
This paper examines the major business challenges and drivers for enterprise application modernization, key benefits of optimization and modernization.
This white paper discusses digital transformation in the oil and gas pipeline industry. It provides an overview of IOPTech's Digital Operations Transformation model, which outlines a 10-stage framework for digital evolution. The paper also discusses how digital technologies can enable life cycle asset management, collaborative ecosystems, and innovative customer engagement models. Finally, it covers IOPTech's software solutions for pipeline leak detection and their focus on continuous monitoring and advanced analytics to improve asset performance management.
The document summarizes the Indian ERP market. It states that the Indian ERP market is expected to reach $XX Billion by 2024, growing at 21.8% annually from 2019-2024. The market is driven by businesses moving to digitalization and cloud adoption. It provides statistics on market share of leading ERP providers in India like Microsoft, Oracle, SAP and others. The document also discusses trends like increased demand for cloud ERP applications and integration of ERP with IoT. It covers the ERP adoption rates across various Indian industries as well as reasons for investing in ERP systems.
This document is a two-page CV for Patrick Bergeron, an IT executive with experience leading global IT transformations and digital innovation projects for multinational companies. The CV highlights his expertise in areas such as business alignment, change management, cost optimization, and delivering strategic IT programs. Notable achievements include establishing an offshore development center to reduce costs, building tools to accelerate R&D, and rolling out ERP systems on time and under budget during mergers and acquisitions.
Industry 4.0 refers to the current trend of automation and data exchange in manufacturing technologies. It involves the connection of cyber-physical systems, the Internet of Things, cloud computing and cognitive computing using sensors, software and data exchange to drive better business decision-making. This new era of flexible automation is changing the way goods are warehoused and distributed through the use of intelligent sensors, robotics and modular systems that are easily adaptable. Warehouse 4.0 aims to optimize operations through greater flexibility, reduced costs, modular automation and improved customer satisfaction.
Measuring IT Value with Business Intelligence and AnalyticsComScibyUpland
Slide deck from Upland's Impact 2015 event. This practical how-to, interactive session illustrates the powerful yet easy-to-use analytic capabilities to make better resource and cost benefit decisions. It demonstrates ways to use the Dashboards and other “what if” analyses, and how to apply the Application Rationalization Analytics and Demand Planning.
IT Governance aims to align IT initiatives with business objectives, prioritize projects based on benefits and ROI, organize related projects to avoid duplication, lower total costs of ownership, and provide visibility into decision making processes. The proposed product enables informed IT investment decisions through a collaborative platform, sourcing required information from within organizations or decision makers' experiences. It ensures all relevant aspects and information are considered in analysis to make informed decisions and tracks key aspects with full visibility of decision making. The models provided are based on extensive research and can be enhanced over time as more decisions are made, growing with the organization.
IT Performance Measurement using IT Governance MetricPECB
Using IT Governance as a tool for measuring IT performance. COBIT 5 has provided generic metrics at strategic levels [Enterprise metrics], Tactical level [IT Goals metrics] and Operation Level [Process metrics]. We will highlight the benefits and objectives of the measurements, and then provide an approach along with suggestions on the time/frequency of measurement.
This webinar covers the following:
• An Overview of IT Governance
• Why and What to measure – Benefits and Objectives
• How and When to measure – Approach and Schedule
Presenter:
Oladapo Ogundeji's professional career extends over 18 years of experience focused on enhancing the strategic value of ICT in organizations through process re-engineering, strategic planning and project management for corporate objective & strategy that address business opportunities and issues.
Link of the recorded session published on YouTube: https://youtu.be/TOG3RPp1g0c
This document discusses IT governance and provides an introduction to the topic. It defines IT governance as specifying decision rights and accountability frameworks to encourage desirable behavior in using IT. It also discusses some of the challenges CIOs face, symptoms of ineffective governance, how to measure governance effectiveness, and key processes involved in designing an effective IT governance model. The document recommends establishing a business case for IT governance, assessing current maturity and performance, defining a desired future state, and developing a plan to improve governance.
ITIL® – COBIT® Mapping Gemeinsamkeiten und Unterschiede der FrameworksDigicomp Academy AG
Die immer komplexer werdenden Anforderungen an IT-Dienstleister, verbunden mit steigenden gesetzlichen und regulatorischen Anforderungen, lassen sich heute nur noch mittels professionellem Prozessmanagement steuern. De-facto-Standards wie ITIL® oder COBIT® sind die beiden wohl bekanntesten Frameworks. COBIT® ist eine systematische und stringente Darstellung von IT-Kernprozessen und wird häufig in IT-Audits angewandt. ITIL® ist heute der allgemein anerkannte Standard für IT Service Management, der aus dem Prinzip der „Best Practice“-Verbreitung entstanden ist. Immer öfter wollen oder müssen Unternehmen beide Standards einsetzen oder tun dies bereits. Die unterschiedlichen Zielsetzungen beider Frameworks führen zu neuen Herausforderungen.
ITIL® ist heute fast der De-facto-Standard als Prozess-Framework in der IT. Mit seiner durchdachten Struktur und seinem Anspruch, die IT vollständig abzudecken, gewinnt aber Cobit® immer mehr Anhänger.
Deshalb stellen sich immer mehr Organisationen die Frage, welches Rahmenwerk nun für das Management der IT geeigneter ist.
In seinem Referat stellte Markus Schweizer beide Frameworks vor, wies auf Unterschiede und Gemeinsamkeiten hin und zeigte dann, wieso erst die Kombination von Elementen aus beiden Rahmenwerken die ideale Basis für eine Kunden- und Business-orientierte IT ist.
IT Governance Vs IT Management Presentation V0.1Richard Willis
IT governance involves establishing responsibility and accountability for major IT decisions and ensuring IT strategy alignment with business strategy. Effective IT governance increases profitability and shareholder returns. Frameworks like COBIT, ITIL, and ISO/IEC 38500 provide best practices for IT governance and management. IT governance is concerned with strategic decision making while IT management focuses on operational excellence. Organizations can assess their IT governance maturity to continually improve practices over time.
Keller Graduate School of Management class - PM600 - this was the final presentation - created and presented by Scott Lang & Rajeshwer Subramanian
We were a 2 man team working over the length of the course creating and developing this project.
Hoping to show presentation skills and the understanding of the principles of project management
This document discusses key performance indicators (KPIs) for IT departments. It provides resources for sample KPIs including lists of KPIs, performance appraisal metrics, job skills, and key result areas. It recommends visiting the kpi123 website for additional free ebooks and materials on developing KPIs, including lists of KPIs, performance appraisal forms, and performance appraisal methods. The document also outlines steps for creating KPIs for specific job roles and common mistakes to avoid, such as having too many KPIs or ones that do not change based on goals. Finally, it discusses different types of KPIs including process, input, output, leading, lagging, outcome, qualitative and
IT governance provides strategic direction for IT and ensures objectives are met, risks managed, and resources used responsibly. It establishes organizational regulations and standards exercised by management. IT governance is needed for complex IT projects as it involves a team to deal with political, organizational, legal, technical, cultural, and personnel issues to help ensure successful project outcomes.
The document discusses governance and the evolution of COBIT from versions 4.1 to 5.0, noting key changes like new principles, a focus on enablers, a new process reference model, and new/modified processes. It provides an overview of COBIT 5.0's framework for linking business goals to IT goals and processes. The presentation is by Dr. Santipat Arunthari, Chief Technology Officer of PTT ICT Solutions Company Limited.
The 80/20 Rule for Desktop KPI's: Less is More!MetricNet
In this session, Jeff Rumburg will identify and define the desktop support metrics that really matter. He will also discuss the importance of adopting a holistic approach to performance measurement and management, and he will demonstrate how KPIs can be used to drive world-class performance and give organizations a competitive advantage.
COBIT 5 as an IT Management Best Practices Framework - by Goh Boon NamNUS-ISS
COBIT is a framework of best practices for IT management and governance. It consists of five domains covering strategic alignment of IT (Align, Plan, Organize), resource management (Build, Acquire, Implement), IT service delivery and support (Deliver, Service, Support), and performance monitoring and evaluation (Monitor, Evaluate, Assess). The framework provides guidance on what processes need to be implemented and metrics to measure effectiveness.
TOGAF® & Major IT Frameworks - Architecting the FamilyDanny Greefhorst
This document discusses several major IT frameworks: TOGAF for enterprise architecture, ITIL for IT service management, and COBIT for IT governance. It provides overviews of each framework, how they relate to each other, and how they can be used together. TOGAF provides guidance for developing enterprise architectures, ITIL provides guidance for designing IT service solutions, and COBIT provides guidance for governing IT and relating it to business goals. The frameworks can work together with TOGAF defining strategic architectures, ITIL defining detailed solution designs, and COBIT overseeing governance.
1. The document outlines several IT service management processes including IT service continuity management, service level management, service catalog management, availability management, and information security management.
2. Each process section describes key activities and supporting automation tools used in areas like monitoring performance, managing issues, and meeting business requirements.
3. The document also maps relationships and information flows between the different service management processes.
This presentation is intended to assist CIO's with setting up a formal IT Governance model for their college or university. There are two companion files also in Slideshare linked at the end of an IT Governance Committee Charter and an IT Project Governance Guideline.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
The document provides an introduction and overview of the updated COBIT 2019 framework. It summarizes that COBIT is a globally recognized framework for enterprise governance and management of information technology that has been updated to facilitate easier implementation and strengthen its role in driving innovation. It also briefly remembers John Lainhart and his contributions to COBIT from its inception. The introduction describes enterprise governance of information and technology, the nature and purpose of COBIT, and distinguishes between governance and management.
IT Governance – The missing compass in a technology changing worldPECB
Oladapo Ogundeji, CTO of Digital Jewels Ltd, gave a presentation on IT governance and its importance in today's technology changing world. He discussed that IT governance provides a formal process to define IT strategy and oversee its execution to achieve business goals. It also helps balance priorities like maximizing returns, increasing agility, and mitigating risks. Ogundeji covered frameworks like COBIT 5 and ISO 38500 that provide guidance on implementing IT governance and highlighted critical success factors like executive commitment, focus on execution, and competence in resources.
This document provides an overview and introduction to COBIT 2019, which is an update to the COBIT framework for enterprise governance and management of information and technology. Key points include:
- COBIT 2019 aims to optimize governance of IT/information, stay relevant in a changing environment, build on COBIT strengths while addressing limitations, and align with other standards.
- The document remembers John Lainhart's contributions to COBIT and prior versions.
- COBIT is a framework that defines components and design factors for building and sustaining effective governance of enterprise IT/information, though it is not a full description of an IT environment or set of business processes.
- Governance
Cobit is a framework that provides governance over IT to ensure it is aligned with business needs. It improves IT efficiency and effectiveness by helping IT understand business needs and putting practices in place to meet them. Cobit supports IT governance by providing a framework to ensure IT is aligned with the business, enables the business, uses resources responsibly, and manages risks appropriately. Implementing Cobit provides benefits like a common language, understanding how business and IT can work together, improved efficiency, reduced risk, and more effective audits.
Roger Brathwaite is an experienced IT leader with over 20 years of experience managing and consulting on IT initiatives. He has led many large-scale service integration projects involving multiple vendors and business processes. Service integration involves integrating discrete IT services into coherent end-to-end services through governance, information sharing, and service level agreements. Brathwaite provides examples of two major service integration projects, one for an oil and gas company integrating asset management and one for a telecom company integrating global IT service delivery. He outlines his responsibilities and methodology for leading such projects from conception through deployment.
This document discusses how IT organizations can transition from a cost-centric focus to an investment-centric focus by managing the "margin" between the cost of fulfilling IT services and the pricing of those services to customers. It proposes separating pricing from costs to allow IT to leverage the margin to reinvest in infrastructure. The presentation will demonstrate CA tools that provide intelligence from a configuration management database to establish service level agreements and manage the lifecycles of both business and IT services in a synchronized manner. This allows demand to be managed separately from fulfillment and the margin to be optimized.
This document from Indus Aviation Systems LLP discusses productization as a methodology to create reusable software assets and platforms. It defines productization and explains how it can help lower costs, accelerate development and increase business agility. The document provides an overview of Indus Aviation's approach to productization, including roadmaps, maturity levels and prioritizing systems for productization based on importance and architecture maturity. It also quantifies the potential benefits of productization such as reduced development costs and easier maintenance.
The document discusses improving organizational performance through multiple reference models for process improvement. It begins by outlining the performance challenge organizations face with external demands for cost minimization, fast delivery, and high quality, as well as internal pressures like complex solutions and skills shortages. It then discusses the various process improvement models like CMMI, COBIT, ITIL, and their relationships. The document proposes an integrated performance improvement framework that aligns goals and measures across the organization. It emphasizes critical success factors like goal alignment, integrated initiatives, enduring sponsorship, and coaching.
Enterprise architecture is the linchpin between corporate governance and IT governance. It transforms legacy systems into an integrated environment optimized for business strategy. King III and COBIT 5 provide frameworks for corporate and IT governance, while TOGAF provides an enterprise architecture framework. Together, these frameworks can increase business value when properly aligned through enterprise architecture.
The linchpin between Corporate Governance and IT GovernanceThe Open Group SA
Stuart Macgregor's presentation focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost. He includes a look at how King III and COBIT 5 make enterprise architecture the CEO’s accountability.
Download this presentation(and more) from http://opengroup.co.za/presentations
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...The Open Group SA
Enterprise Architecture - The Linchpin between Corporate Governance & IT Governance V2
Stuart Macgregor
The presentation (updated to version 2 with new slides and information) focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost.
Read more about The Open Group SA at http://www.opengroup.co.za/
Oracle continued to deliver innovation in the early 2000s despite downturns in the enterprise IT market. Major technical breakthroughs like Oracle Real Application Clusters, Oracle E-Business Suite, Oracle Grid Computing, support for enterprise Linux, and Oracle Fusion positioned Oracle for continued leadership. Oracle cut costs by $1 billion while revenues grew 15% due to lower consulting services. Research and development expenses increased 20% while earnings per share also increased.
Governance of IT
COBIT Background
COBIT and Other frameworks
COBIT Principles
COBIT Goals
COBIT Objectives
COBIT Components
COBIT Design factors
COBIT Focus areas
COBIT Performance management
Designing and implementing a governance system
Cobit is a comprehensive IT governance framework introduced in 1996 by ISACA to help organizations ensure the integrity of information and information systems. It provides an IT governance model to help deliver value from IT while understanding and managing IT risks. The purpose of Cobit is to provide management and business owners with an IT governance framework to bridge gaps between business needs, controls, and technical issues. It offers benefits like more effective IT support of business goals, transparent IT costs, timely information, successful projects, and risk management.
The document discusses trends in information technology including the externalization, consumerization, and democratization of IT. It notes that IT innovation is increasingly driven by employees and customers rather than internal IT departments. Cloud computing is highlighted as an important trend, with different types of cloud services described. The transition from traditional data centers to private clouds is discussed. Key IT roles are also summarized. The document provides the perspective of Ondrej Felix on how chief information officers can be successful by governing IT through a well-defined architecture.
This document provides an overview of KPIT Cummins Global Business Solutions (GBS), including its vision, mission, profile, financial details, services offered, research and development initiatives, partnerships, mergers and acquisitions, work culture, and more. KPIT GBS focuses on providing IT consulting and outsourcing services to manufacturing and financial services clients to help optimize and integrate their business processes. It has experienced significant growth in recent years and has delivery centers in multiple countries.
The document discusses governance, risk management and compliance (GRC) and how these areas are increasingly integrated. It provides definitions and examples of different types of governance. It then summarizes frameworks and standards that can help organizations implement GRC, including ISO 38500, COBIT and risk and compliance processes within COBIT 5. COBIT 5 takes a holistic approach to optimizing IT benefits and risks through governance and management processes.
Business and ITSM on the same page at last! ITIL, TOGAF and COBIT working to...CTE Solutions Inc.
The document discusses various frameworks that can be used together to develop an integrated IT management framework, including:
- TOGAF for enterprise architecture, including its Architecture Development Method (ADM) process.
- ITIL for IT service management processes across the service lifecycle.
- COBIT for IT governance and controls.
It provides an example of how these frameworks can be mapped together with other standards like ISO 20000 and CMMI to create a comprehensive approach to managing IT across the enterprise.
CA World 2010- LA Briefing- Kenneth ArredondoCA Technologies
The document provides an overview of CA and its strategy in Latin America for FY2011. It discusses CA's strong financial performance in FY2010, highlights of its success in Latin America, forecasts for the Latin American IT industry, and CA's strategy to expand its market reach and product portfolio through investments in growth markets, new routes to market, and localized products.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
6. Developed by the Leader in IT Governance 2009 ISACA All Rights reserved. Professional association with 86,000 constituents. Worldwide leader in IT governance, control, security and assurance. Offers the CISA, CISM and CGEIT certifications. Control Objectives for Information and related Technology
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8. Harmonising the Elements of IT Governance 2009 ISACA All Rights reserved. IT Governance Resource Management Strategic Alignment Value Delivery Performance Measurement Risk Management
10. C OBI T ® Answers Key Business Questions 2009 ISACA All Rights reserved. Is my information technology organisation doing the right things? Are we doing them the right way? Are we getting them done well? Are we getting the benefits? * * Based on the “Four Ares” as described by John Thorp in his book The Information Paradox, written jointly with Fujitsu, first published in 1998 and revised in 2003
11. The C OBI T ® Framework 2009 ISACA All Rights reserved.
12. C OBI T ® Defines Processes, Goals and Metrics 2009 ISACA All Rights reserved. Relationship Amongst Process, Goals and Metrics (DS5)
13. Defined Responsibilities for Each Process 2009 ISACA All Rights reserved. RACI Chart Activities Functions A RACI chart identifies who is R esponsible, A ccountable, C onsulted and/or I nformed. Link business goals to IT goals. C I A/R I C Identify critical dependencies and current performance. C C R A/R C C C C C C Build an IT strategic plan. A C C R I C C C C I C Build IT tactical plans. C I A C C C C C R I Analyse programme portfolios and manage project and service portfolios. C I I A R R C R C C I
14. C OBI T ® Products and Their Primary Audience 2009 ISACA All Rights reserved. C OBI T, Risk IT and Val IT frameworks Implementing and Continually Improving IT Governance C OBI T User Guide for Service Managers C OBI T and Application Controls
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Editor's Notes
After decades of struggle to be recognised as a strategic contributor, the IT function is finally being seen by C-level executives as an important part of the enterprise’s overall success. Even so, major concerns linger amongst these C-level executives around performance of the IT function and the staff that supports it. This is with good reason, since a number of enterprises have experienced significant financial loss associated with IT issues …
… but there is reason for hope as evidenced by the gains associated with effective IT shown in this slide. Good oversight over the information technology function is essential to its success. Successful enterprises recognise the benefits of IT and use it to drive stakeholder value.
IT governance goes a long way towards bridging the gap between corporate expectations and perceptions of the IT function. The need for top management direction and oversight regarding the value of IT and the management of IT-related risks are now understood as key elements of governance. Value, risk and control constitute the core of IT governance. IT governance consists of the leadership, organisational structures and processes that ensure that the enterprise’s IT sustains and extends the enterprise’s strategies and objectives. Governance is not the sole responsibility of the CIO; it is the responsibility of an enterprise’s top executives and board of directors. Successful enterprises understand the risks and exploit the benefits of IT and find ways to deal with: • Aligning IT strategy with the business strategy • Ensuring investors and stakeholders that a ‘standard of due care’ around mitigating IT risks is being met by the enterprise • Providing organisational structures that facilitate the implementation of strategy and goals • Measuring IT’s performance These are the benefits of sound IT governance.
The C OBI T mission is to research, continually update, publicise and promote an authoritative, internationally accepted IT governance control framework for adoption by enterprises and day-to-day use by business managers, IT professionals and assurance professionals. Now in its 4.1 release, the framework has been used successfully by IT organisations and business executives in many industries and of many sizes. C OBI T provides a common language to communicate goals, objectives and expected results. A common language benefits all levels of IT, including management and stakeholders.
C OBI T has been developed and is maintained by ISACA, as well as industry experts, and control and security professionals. Its content is based on ongoing research into IT good practice and is continuously maintained, providing an objective and practical resource for all types of users. C OBI T is oriented towards the objectives and scope of IT governance, ensuring that its control framework is comprehensive, in alignment with enterprise governance principles and, therefore, acceptable to boards, executive management, auditors and regulators.
C OBI T delivers significant benefits in areas that are fundamental to every enterprise: value, risk and control. Implementing C OBI T also provides: Clearer security and privacy requirements, and more easily monitored implementation More efficient and successful audits IT compliance with regulatory requirements will become a normal management practice
C OBI T is based on the analysis and harmonisation of existing IT standards and good practices and conforms to generally accepted governance principles. It is positioned at a high level, driven by business requirements, covers the full range of IT activities, and concentrates on what should be achieved rather than how to achieve effective governance, management and control. Therefore, it appeals to executive management; business and IT management; governance, assurance and security professionals; and IT audit and control professionals. • Strategic alignment focuses on ensuring the linkage of business and IT plans; defining, maintaining and validating the IT value proposition; and aligning IT operations with enterprise operations. • Value delivery is about executing the value proposition throughout the delivery cycle, ensuring that IT delivers the promised benefits against the strategy, concentrating on optimising costs and proving the intrinsic value of IT. • Risk management requires risk awareness by senior corporate officers, a clear understanding of the enterprise’s appetite for risk, understanding of compliance requirements, transparency about the significant risks to the enterprise and embedding of risk management responsibilities into the enterprise. • Resource management is about the optimal investment in, and the proper management of, critical IT resources: applications, information, infrastructure and people. Key issues relate to the optimisation of knowledge and infrastructure. • Performance measurement tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery, using, for example, balanced scorecards that translate strategy into action to achieve goals measurable beyond conventional accounting.
When we think about C OBI T and IT governance at the most fundamental level, there are four questions that every leader asks him or herself when it comes to IT initiatives: Is my IT organisation doing the right things? Are we doing them the right way? Are we getting them done well? Are we getting the benefits? Using the maturity models developed for each of C OBI T’s 34 IT processes, management can identify: • The actual performance of the enterprise—Where the enterprise is today • The current status of the industry—The comparison • The enterprise’s target for improvement—Where the enterprise wants to be • The required growth path between ‘as-is’ and ‘to-be’
Let’s take a closer look at the C OBI T framework. C OBI T defines IT activities in a generic process model within four domains along with a set of information criteria. The four domains are: Plan and Organise, Acquire and Implement, Deliver and Support, and Monitor and Evaluate. The domains map to IT’s traditional responsibility areas of plan, build, run and monitor. The C OBI T framework provides a reference process model and common language for everyone in an enterprise to view and manage IT activities. Incorporating an operational model and a common language for all parts of the business involved in IT is one of the most important and initial steps towards good governance. It also provides a framework for measuring and monitoring IT performance, communicating with service providers and integrating best management practices. A process model encourages process ownership, enabling responsibilities and accountability to be defined. • Plan and Organise (PO) —Provides direction to solution delivery (AI) and service delivery (DS) (example controls: Define Strategic IT Plan, Manage Quality) • Acquire and Implement (AI) —Provides the solutions and passes them to be turned into services (example controls: Identify Automated Solutions, Manage Changes) • Deliver and Support (DS) —Receives the solutions and makes them usable for end users (example controls: Define and Manage Service Levels, Identify and Allocate Costs • Monitor and Evaluate (ME) —Monitors all processes to ensure that the direction provided is followed (example controls: Ensure Regulatory Compliance, Monitor and Evaluate IT Performance)
The chart illustrates the relationship between the business, IT, process and activity goals, and the different metrics. From top left to top right, the goals cascade is illustrated. Below the goal is the outcome measure for the goal. The small arrow indicates that the same metric is a performance indicator for the higher-level goal. The example provided is from DS5 Ensure systems security . C OBI T provides metrics only up to the IT goals outcome as delineated by the dotted line. While they are also performance indicators for the business goals for IT, C OBI T does not provide business goal outcome measures. The metrics have been developed with the following characteristics in mind: • A high insight-to-effort ratio (i.e., insight into performance and the achievement of goals as compared to the effort to capture them) • Comparable internally (e.g., percent against a base or numbers over time) • Comparable externally irrespective of enterprise size or industry • Better to have a few good metrics (may even be one very good one that could be influenced by different means) than a longer list of lower-quality metrics • Easy to measure, not to be confused with targets
C OBI T also provides information on what processes should be delegated and to whom they should be delegated. This helps to ensure that IT processes are being managed at the appropriate level within an enterprise. The ‘RACI’ Chart is defined for each process and indicates who is responsible, accountable, consulted or should be informed about specific tasks within a given process. The roles in the RACI chart are categorised for all processes as: • Chief executive officer (CEO) • Chief financial officer (CFO) • Business executives • Chief information officer (CIO) • Business process owner • Head operations • Chief architect • Head development • Head IT administration (for large enterprises, the head of functions such as human resources, budgeting and internal control) • The project management officer (PMO) or function • Compliance, audit, risk and security (groups with control responsibilities but not operational IT responsibilities)
C OBI T products have been organised into three levels designed to support: • Executive management and boards • Business and IT management • Governance, assurance, control and security professionals This C OBI T-based product diagram presents the generally applicable products and their primary audience. There are also derived products for specific purposes ( IT Control Objectives for Sarbanes-Oxley, 2nd Edition ), for domains such as security ( C OBI T ® Security Baseline and Information Security Governance: Guidance for Boards of Directors and Executive Management ), or for specific enterprises ( C OBI T ® Quickstart for small and medium-sized enterprises or for large enterprises wishing to ramp up to a more extensive IT governance implementation).
C OBI T is designed to be complementary to, and used together with, other standards and good practices. Detailed practices and standards such as ITIL, ISO 27001 and 27002, and PMBOK (the Project Management Body of Knowledge) cover specific areas and can be mapped to the C OBI T framework, providing a hierarchy of guidance. Standards should be implemented to benefit the specific needs of businesses and C OBI T can help ensure that various standards are aligned.
C OBI T has been deliberately designed so enterprises of all sizes and in all industries (including public and private businesses, and governmental and academic entities) can benefit from these tools. Sample companies who have implemented C OBI T are included here; you can also find more at our web site.
If you would like to learn more, or are interested in taking the first steps, you will find that our web site has a wealth of material. The site offers not only a PDF version of C OBI T you can download free of charge, it also offers archived Webcasts, case studies, access to the online discussion forum, and information on C OBI T training.