The document discusses the evolution of IT management over time. It covers several frameworks and standards that have helped to standardize and improve IT management, including: - ITIL (Information Technology Infrastructure Library), introduced in 1980, which provides best practices for IT service management. - Enterprise architecture frameworks, developed in the 1980s, which help align business and IT strategies through architectural models and views. - COBIT (Control Objectives for Information and Related Technologies), introduced in 1996, which provides a framework for the governance and management of enterprise IT. - Process automation, which aims to streamline and optimize business processes through the use of technologies like BPMN, BPEL and XPDL to model

1. Evolution of IT management
Prepared by: Samah SAFI

2. Agenda
 IT management challenges
 ITIL
 Enterprise architecture
 COBIT
 Process automation

3. IT management challenges

4. IT management
 Information technology management (IT management) is the process whereby all
resources related to information technology are managed according to an
organization's priorities and needs. This includes tangible resources like networking
hardware, computers and people, as well as intangible resources like software and
data. The central aim of IT management is to generate value through the use of
technology. To achieve this, business strategies and technology must be aligned.

5. External forcesTechnology
Economic
International
Socio-culture
Political
legal
Internal
forces
Customers
Suppliers
Regulators
Strategic partners
Company
Owners
Culture
structure
Organization environment

6. IT increasing
complexity
Increasing business
complexity
IT increasing
migration speed
Increasing business
transformation
speed
198x 199x 200x 201x
New
version
available
New
version
available
New
version
available
New
version
available
Technology enablement

7. Business
Processes
Drivers/
Influences
Align Align
Business
Strategy
Drivers/
Influences
Business
Capabilities
Projects &
initiatives
Organization
structure
Strategy

8. Technology enablement
Technology evolution
Globalization Organization complexity
Competitive market

9. Business
Processes
Align Align
Business
Strategy
Business
Capabilities
Projects &
initiatives
Organization
structure
Drivers/
Influences
Drivers/
Influences
Strategy

10. IT increasing
complexity
198x 199x 200x 201x
Technology enablement

11. Standards enablement
1980 ITIL
1980’s EA
1996
COBIT
2002 PA

12. ITIL
Information Technology Infrastructure Library
ITIL

13. ITIL Definition
 “The IT Infrastructure Library® (ITIL) is the most widely accepted approach to IT
service management in the world. ITIL is a cohesive best practice framework, drawn
from the public and private sectors internationally. It describes the organization of
IT resources to deliver business value, and documents processes, functions and
roles in IT Service Management (ITSM).” Source: UK Office of Government Commerce
 ITIL is a best practice framework that has been drawn from both the public and
private sectors internationally. It describes how IT resources should be organized to
deliver business value, documenting the processes, functions and roles of IT Service
Management (ITSM).

14. Why ITIL?
 The Business is more and more dependent on IT.
 Complexity of IT constantly increases.
 Customers are demanding more for less.
 Global competitiveness growing at a rapid rate requiring a more flexible approach
to integration.
 Stronger focus on controlling the costs of IT.
 Low customer satisfaction levels.

15. Benefits to the Organization
 Improve Resource Utilization
 Be more competitive
 Decrease rework
 Eliminate redundant work
 Improve upon project deliverables and time
 Improve availability, reliability and security of mission critical IT services
 Justify the cost of service quality
 Provide services that meet business, customer, and user demands
 Integrate central processes
 Document and communicate roles and responsibilities in service provision
 Learn from previous experience
 Provide demonstrable performance indicators

16. How Is It Different?
 Customer expectations have increased
 work better individually and together
 Some things we are doing already, but with varying approaches
 Defining of processes, across IT groups
 Defining of roles
 Tracking requests, managing asset inventory
 Ensure accountability
 Ensure communications
 Between IT staff and clients
 Between IT staff in different locations

17. • Capacity, Availability,
Info Security
Management
• Service level & Supplier
Management
ITIL
• Strategy generation
• Financial management
• Service portfolio management
• Demand management

18. ITIL Processes
Service strategy Service Design Service transition Service operations
Continual service
improvement
Demand management
Financial management
Strategy generation
Service portfolio
management
Service catalogue
management
Service level
management
Availability management
Service continuity
management
Info. security
management
supplier management
Knowledge
management
Change management
Asset configuration
management
Release & deployment
management
Transition planning &
support
Service validation &
testing
evaluation
Incident
management
Problem
management
Event management
Request fulfillment
Access management
Operations
management
Service desk
Application
management
Technical
management
IT operations
Service measurement
Service reporting
Service improvement

19. IT increasing
complexity
IT increasing
migration speed
198x 199x 200x 201x
New
version
available
New
version
available
New
version
available
New
version
available
Technology enablement

20. 1980 ITIL
1980’s EA
1996
COBIT
2002 PA

21. Enterprise Architecture

22. What is Enterprise Architecture?
 EA is a discipline that helps the Enterprise define , develop and exploit the
boundary less information flow (BIF*) capabilities in order to achieve the
Enterprise’s Strategic Intent. ”OMG”
 EA is the process of translating business vision and strategy into effective
enterprise change by creating, communicating, and improving the key
principles and models that describe the enterprise’s future state and
enable its evolution. “Gartner”

23. Business
Strategy
Enterprise
Architecture
Technology
Architecture
Information
Architecture
Data Business
Processes
Business
Capabilities
Projects &
initiatives
Organization
structure
Business
Capabilities
& processes
Business
Architecture
Strategy
Business
Capabilities
& processes
Strategy

24. How represents EA?
 Connect the different layers of
architecture
 Reflect the Architecture from
different perspectives
 Reflect the different architecture
layers

25. Why do we need Enterprise Architecture?
 Why do we need the architecture (map) of a building?
 To have a shared view of how the building will look like
 To present for customers a view to product to sell
 To provide electricians, builder … material that enable them to execute
their work.
 To facilitate the decision making in case of any required change

26. Why do we need Enterprise Architecture?
 Share the same whole picture
 React rapidly open environment changes
 Assess the performance and harmony inside enterprise
 Share different stakeholders viewpoints
 Enable enterprise usage, fixing, building and further development

27. Benefits
 Align IT with business
 Efficient IT operation
 Better return on existing
 Reduced risk for future investment
 Faster simpler and cheaper procurement

28. What is a EA framework?
 Enterprise Architecture Framework defines how to create and use
an enterprise architecture.
 An architecture framework provides principles and practices for creating
and using the architecture description of a system.
 Enterprise architecture framework and strategic planning is the key to
planning, coordinating and implementing an organization's business
objectives.
 It helps in the smooth functioning of different units in an organization,
both inside and outside the information systems architecture.

29. Enterprise Architecture framework example
 Zachman framework
 Established at 1987 by Zachman, Draws upon the discipline of classical
architecture to establish a common vocabulary and set of perspectives, a
framework, for defining and describing today's complex enterprise systems.
 TOGAF
 Established at 2003as TOGAF8; by the The Open Group Architecture
Framework (TOGAF) is a framework and detailed method for building,
maintaining, and gaining value from an enterprise architecture for an
organization.

30. IT increasing
complexity
Increasing business
complexity
IT increasing
migration speed
198x 199x 200x 201x
New
version
available
New
version
available
New
version
available
New
version
available
Technology enablement

31. 1980 ITIL
1980’s EA
1996
COBIT
2002 PA

32. COBIT
Control Objectives for IT

33. What is Cobit5
 COBIT 5 helps enterprises create optimal value from IT by maintaining a balance between
realising benefits and optimising risk levels and resource use.
 COBIT 5 enables information and related technology to be governed and managed in a
holistic manner for the entire enterprise, taking in the full end-to-end business and
functional areas of responsibility, considering the IT-related interests of internal and
external stakeholders.

34. Information critical asset
 Information is a key resource for all enterprises.
 Information is created, used, retained, disclosed and destroyed.
 Technology plays a key role in these actions.
 Technology is becoming pervasive in all aspects of business and personal life.

35. Enterprise benefits
 Maintain high quality information to support business decisions
 Generate business value from IT enabled investments
 Achieve operational excellence through the reliable and efficient application of
technology
 Maintain IT-related risk at an acceptable level
 Optimize the cost of IT services and technology
 Comply with ever-increasing relevant laws, regulations, contractual agreements
and policies

36. Stakeholder value
 Delivering enterprise stakeholder value requires good governance and
management of information and technology (IT) assets.
 Enterprise boards, executives and management have to embrace IT like any other
significant part of the business.
 External legal, regulatory and contractual compliance requirements related to
enterprise use of information and technology are increasing, threatening value if
breached.
 COBIT 5 provides a comprehensive framework that assists enterprises to achieve
their goals and deliver value through effective governance and management of
enterprise IT.

37. 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
CoBIT 5 Principals

38. Principle 1: Meeting Stakeholder Needs
 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
Enterprise Goals
IT – related Goals
Enabler Goals

39. Principle 2: Covering the Enterprise End-to-
end
Governance
Enablers
Governance
Scope
Roles, Activities and Relationships
Owners and
Stakeholders
Management
Governing
Body
Operations
And
Execution
Delegate
Accountable Monitor
Set Direction
Report
Instruct & Align

40. 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.

41. Resources
CoBIT 5 enablers
1.principles, policies and frameworks
2.processes
3. Organization
structure
4. Culture,
ethics and
behavior
5. information
6. services,
infrastructure
& application
7. People, skills
&
responsibilities

42. Principle 5: Separating Governance From
Management
 Governance ensures that
enterprise objectives are
achieved by evaluating
stakeholder needs, conditions
and options; setting direction
through prioritization and
decision making; and monitoring
performance, compliance and
progress against agreed-on
direction and objectives (EDM).
 Management plans, builds, runs
and monitors activities in
alignment with the direction set
by the governance body to
achieve the enterprise objectives
(PBRM).
Governance
Management
Evaluate
Plan
(APO)
Build
(BAI)
Run
(DSS)
Monitor
(MEA)
Management
FeedbackDirect Monitor
Business Needs

43. IT increasing
complexity
Increasing business
complexity
IT increasing
migration speed
Increasing business
transformation
speed
198x 199x 200x 201x
New
version
available
New
version
available
New
version
available
New
version
available
Technology enablement

44. 1980 ITIL
1980’s EA
1996
COBIT
2002 PA

45. Business process
automation

46. Business process definition
 Business Process is a collection of related ,structured activities or
tasks that produce a specific service (serve a Management
particular goal) for a particular customer.
 Management process
 Govern the operation of business
 Operational processes
 Constitute the core business activities and create the primary value
stream
 Supporting processes
 Support the core operational processes
Operational
processes
Support
processes
ManagementManagement

47. Why business process automation?
 Business Processes are the central nervous system of organizations,
 Automation accelerate and increase the efficiency and quality of service provided
by these processes
 Management of business processes changes and implications take huge time
 Traditional development of applications based on business processes is complex
 Operational processes differ between organization and other working in the same
domain

48. Business process automation definition
 Business process automation (BPA) is defined as the automation of complex
business processes and functions beyond conventional data manipulation and
record-keeping activities, usually through the use of advanced technologies. It
focuses on “run the business” as opposed to “count the business” types of
automation efforts and often deals with event-driven, mission-critical, core
processes. BPA usually supports an enterprise’s knowledge workers in satisfying the
needs of its many constituencies. “Gartner”

49. Business process automation benefits
 Reduce costs
 Streamline work
 Boost productivity
 Track progress
 Deal easily with high volumes of requests
 Reduce errors
 Enforce standards
 Maintain visibility
 Integrate with other systems
 Quick to build and customize

51. What is BPMN?
 The primary goal of BPMN is to provide a notation that is readily understandable
by all business users, from the business analysts that create the initial drafts of the
process , to the technical developers responsible for implementing the technology
that will perform those processes and finally, to the business people who will
manage and monitor those processes.
 The second goal of BPMN ensure that XML languages designed for the execution
of business language such as WSBPEL, can be visualized with a business-oriented
notation.

52. What is XPDL & BPEL?
 Xpdl (Xml process Definition Language) is a format standardized by the Workflow
Management Coalition (WfMC) to interchange business process definitions
between different workflow products. XPDL defines an XML schema for specifying
the declarative part of workflow / business process.
 WS-BPEL (Web Services Business Process Execution Language) is an XML based
programming language to describe high level business processes. A 'business
process' is a term used to describe the interaction between two businesses or two
elements in some business.

53. How to automate processes?
Application 1
Application 2
XML
file
XML
file
XML
file
1
2
3

54. How to automate processes?
Model business processes using
BPMN
Transform processes to XML (BPEL
- XPDL)
Transform xml files into process
engine for execution