Describes IT Governance Holistic Framework for establishing transparent relation between Business and IT environment.
Describes Governance services and Risk Management Methods
Knowledge of the purpose of IT strategy, policies, standards & pro cedures for an organization and the essential elements of each
https://www.infosectrain.com/blog/part-2-cisa-domain-2-governance-and-management-of-it/
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.
Certified in Risk and Information Systems Control™ (CRISC™) is the most current and rigorous assessment which is presently available to evaluate the risk management proficiency of IT professionals and other employees within an enterprise or financial institute.
CRISC help enterprises to understand business risk, and have the technical knowledge to implement appropriate IS controls.
This CRISC Certification training course accredited by ISACA is ideal for IT professionals, risk professionals, control professionals, business analysts, project managers, compliance, professionals and more.
To know more about CRISC Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
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
Knowledge of the purpose of IT strategy, policies, standards & pro cedures for an organization and the essential elements of each
https://www.infosectrain.com/blog/part-2-cisa-domain-2-governance-and-management-of-it/
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.
Certified in Risk and Information Systems Control™ (CRISC™) is the most current and rigorous assessment which is presently available to evaluate the risk management proficiency of IT professionals and other employees within an enterprise or financial institute.
CRISC help enterprises to understand business risk, and have the technical knowledge to implement appropriate IS controls.
This CRISC Certification training course accredited by ISACA is ideal for IT professionals, risk professionals, control professionals, business analysts, project managers, compliance, professionals and more.
To know more about CRISC Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
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 2019 webinar Use Cases: Tailoring Governance of Your Enterprise ITMark Constable
Frameworks assist enterprises in creating repeatable processes that can help in value creation, but sometimes it is difficult to thumb through a framework publication and completely understand how to use it. In this webinar we will explore ISACAs updated COBIT 2019 Framework and walk through examples on how to leverage its value. By using typical use cases, we will explore how to create a tailored governance framework for the governance and management of enterprise information and technology using COBIT 2019.
Learning Objectives:
- Understand the key elements of the COBIT 2019 framework and where to find them in the publications.
- Explore how to adopt a tailored enterprise governance framework for the governance and management of information and technology.
- Examine typical use cases that enterprises encounter when using the framework and walk through how to use COBIT 2019 to solve these.
High Level Agenda
- Framework introduction
- Governance and framework principles
- Governance systems and components
- Governance and management objectives
- Performance management
- Designing a tailored governance system through use cases
- Closing and questions
About the host: Mark is an internationally known Governance, Risk and Compliance expert specializing in information assurance, IT strategy and service management. With over 28 years of professional experience Mark has a wide array of industry experience including government, health care, finance and banking, manufacturing, and technology services. He has held roles spanning from CIO to IT consulting and is considered a thought leader in frameworks such as COBIT, NIST, ITIL and multiple ISO standards. Mark routinely speaks at US and international conferences and earned the ISACA John Kuyers award twice for Best Speaker/Conference contributor. Mark also holds the CGEIT and CRISC certifications.
Watch recording here: https://apmg-international.com/events/cobit-2019-use-cases-tailoring-governance-your-enterprise-it
IT Governance – The missing compass in a technology changing worldPECB
The webinar covers:
• Overview of IT Governance
• Benefits of IT Governance
• IT Governance implementation : Approach and Methodology
• Key critical success factors
Presenter:
This webinar was presented by Mr. Oladapo Ogundeji, from Digital Jewels and PECB partner.
Link of the recorded session published on YouTube: https://youtu.be/Ux_Yk4JLy0M
What is GRC – Governance, Risk and Compliance BOC Group
A simple guide to learn what Governance, Risk and Compliance (GRC) is all about, why it’s important and how you can use it to help drive enterprise objectives.
For more information visit: https://www.boc-group.com/governance-risk-and-compliance/
CISA Domain 4 Information Systems Operation | InfosectrainInfosecTrain
Study Flashcards On CISA Domain 4 Information Systems Operations, Maintenance and Support at Cram.com. Quickly memorize the terms, phrases and much more. Infosectrain.com makes it easy to get the grade you want!
PECB Webinar: Cybersecurity Guidelines – Introduction to ISO 27032PECB
The webinar covers:
• An overview of Cybersecurity
• Explaining of Cybersecurity Relationship with other types of security
• Guidance for addressing common Cybersecurity issues.
• Convincing stakeholders to collaborate on resolving Cybersecurity issues.
Presenter:
This webinar was presented by PECB Partner and Trainer Mr. Fabrice DePaepe, who is Managing Director at Nitroxis Sprl and has more than 15 years of experience in IT and Information Security.
Link of the recorded session published on YouTube: https://youtu.be/fQUSQEoLsYc
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
Almost every business decision requires executives and managers to balance risk and reward, and efficiency in that process is essential to an enterprise’s success. Too often though, IT risk (business risk related to the use of IT) is overlooked.
While other business risks such as market, credit and operational risks have long been incorporated into the decision-making processes, IT risk has usually been relegated to technical specialists outside the boardroom, despite falling under the same risk category as other business risks: failure to achieve strategic objectives.
This session intends to address business risks related to the use of IT, looking at industry standards, frameworks and best practices, as well as focusing on real world examples and specific plans on how to implement IT Risk Management on every level of your company.
Presentation från GRC 2014 den 15 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2014/
IT Governance or Corporate governance of information technology is a subset discipline of corporate
governance, focused on information and technology (IT) and its performance and risk management.
The interest in IT Governance is due to the ongoing need within organizations to focus value creation efforts
on an organization's strategic objectives and to better manage the performance of those responsible for creating this value in the best interest of all stakeholders.
COBIT 2019 webinar Use Cases: Tailoring Governance of Your Enterprise ITMark Constable
Frameworks assist enterprises in creating repeatable processes that can help in value creation, but sometimes it is difficult to thumb through a framework publication and completely understand how to use it. In this webinar we will explore ISACAs updated COBIT 2019 Framework and walk through examples on how to leverage its value. By using typical use cases, we will explore how to create a tailored governance framework for the governance and management of enterprise information and technology using COBIT 2019.
Learning Objectives:
- Understand the key elements of the COBIT 2019 framework and where to find them in the publications.
- Explore how to adopt a tailored enterprise governance framework for the governance and management of information and technology.
- Examine typical use cases that enterprises encounter when using the framework and walk through how to use COBIT 2019 to solve these.
High Level Agenda
- Framework introduction
- Governance and framework principles
- Governance systems and components
- Governance and management objectives
- Performance management
- Designing a tailored governance system through use cases
- Closing and questions
About the host: Mark is an internationally known Governance, Risk and Compliance expert specializing in information assurance, IT strategy and service management. With over 28 years of professional experience Mark has a wide array of industry experience including government, health care, finance and banking, manufacturing, and technology services. He has held roles spanning from CIO to IT consulting and is considered a thought leader in frameworks such as COBIT, NIST, ITIL and multiple ISO standards. Mark routinely speaks at US and international conferences and earned the ISACA John Kuyers award twice for Best Speaker/Conference contributor. Mark also holds the CGEIT and CRISC certifications.
Watch recording here: https://apmg-international.com/events/cobit-2019-use-cases-tailoring-governance-your-enterprise-it
IT Governance – The missing compass in a technology changing worldPECB
The webinar covers:
• Overview of IT Governance
• Benefits of IT Governance
• IT Governance implementation : Approach and Methodology
• Key critical success factors
Presenter:
This webinar was presented by Mr. Oladapo Ogundeji, from Digital Jewels and PECB partner.
Link of the recorded session published on YouTube: https://youtu.be/Ux_Yk4JLy0M
What is GRC – Governance, Risk and Compliance BOC Group
A simple guide to learn what Governance, Risk and Compliance (GRC) is all about, why it’s important and how you can use it to help drive enterprise objectives.
For more information visit: https://www.boc-group.com/governance-risk-and-compliance/
CISA Domain 4 Information Systems Operation | InfosectrainInfosecTrain
Study Flashcards On CISA Domain 4 Information Systems Operations, Maintenance and Support at Cram.com. Quickly memorize the terms, phrases and much more. Infosectrain.com makes it easy to get the grade you want!
PECB Webinar: Cybersecurity Guidelines – Introduction to ISO 27032PECB
The webinar covers:
• An overview of Cybersecurity
• Explaining of Cybersecurity Relationship with other types of security
• Guidance for addressing common Cybersecurity issues.
• Convincing stakeholders to collaborate on resolving Cybersecurity issues.
Presenter:
This webinar was presented by PECB Partner and Trainer Mr. Fabrice DePaepe, who is Managing Director at Nitroxis Sprl and has more than 15 years of experience in IT and Information Security.
Link of the recorded session published on YouTube: https://youtu.be/fQUSQEoLsYc
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
Almost every business decision requires executives and managers to balance risk and reward, and efficiency in that process is essential to an enterprise’s success. Too often though, IT risk (business risk related to the use of IT) is overlooked.
While other business risks such as market, credit and operational risks have long been incorporated into the decision-making processes, IT risk has usually been relegated to technical specialists outside the boardroom, despite falling under the same risk category as other business risks: failure to achieve strategic objectives.
This session intends to address business risks related to the use of IT, looking at industry standards, frameworks and best practices, as well as focusing on real world examples and specific plans on how to implement IT Risk Management on every level of your company.
Presentation från GRC 2014 den 15 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2014/
IT Governance or Corporate governance of information technology is a subset discipline of corporate
governance, focused on information and technology (IT) and its performance and risk management.
The interest in IT Governance is due to the ongoing need within organizations to focus value creation efforts
on an organization's strategic objectives and to better manage the performance of those responsible for creating this value in the best interest of all stakeholders.
17 Must-Do's to Create a Product-Centric IT OrganizationCognizant
Tightening IT-business alignment and embracing Agile, DevOps and Lean Startup principles, while transcending traditional project management disciplines by incorporating product engineering rigor, are critical to creating an effective, digitally enhanced business.
Technology Cost Management 4D Framework: A Smarter Way to Manage IT CostsCognizant
A framework for financial services IT cost management optimization based on a 4D approach: defining business vision, documenting current state, delineating business architecture and deciding build vs. buy.
Internet today or the Information Technology industry has changed the entire scenario of all the different industries in the market. Communication today has become way easier also exchange of information, media and ideas is much faster and safer. All these can be attributes to the rapid development in the IT industry. E-marketing is one important feature of the IT industry. Environment in different parts of the globe and different people from different parts of the world has been connected with each other to a great with the help of the developing IT industry. Using this connection through the internet for a globalization in marketing is called e-marketing
Maximizing Business Value Through Effective IT GovernanceCognizant
Holistic IT governance, aligned with corporate governance and designed to ensure successful IT implementation, yields strategic alignment, value delivery, risk management, resource management and performance management through the governance of architecture, projects and portfolios, application lifecycles, infrastructure and data, vendors and sourcing, service lifecycles and new age technology.
CHAPTER 10
INFORMATION GOVERNANCE
Information Governance and Information
Technology Functions
ITS 833
Dr. Mia Simmons
Chapter Overview
■ This chapter will cover pages 189-206 in
your book.
■ This chapter discusses how Information
Technology (IT) aligns directly with the
success of Information Governance.
2
What is Information Technology?
■ Information technology (IT) is a core function impacted by
information governance (IG) efforts.
– The IT side, shared responsibility for IG means the IT
department itself must take a closer look at IT processes
and activities with an eye to IG.
– A focus on improving IT efficiency, software development
processes, and data quality will help contribute to the
overall IG program effort
3
CIO & IT Leaders Key Focus Areas
■ Four IG areas for successful delivery of IG efforts:
1. Don’t focus on technology, focus on business impact
■ IT needs to become more business savvy, more businesslike, more
focused on delivering business benefits that can help the organization
to meet its business goals and achieve its business objectives.
2. Customize your IG approach for your specific business, folding in
any industry-specific best practices possible.
■ there are components that are common to all industries, but tailoring
your approach to your organization is the only way to deliver real
business value and results
3. Make the business case for IG by tying it to business objectives
■ The business case must be presented in order to gain executive
sponsorship, which is an essential component of any IG effort.
4. Standardize use of business terms
■ IG requires a cross-functional effort, so you must be speaking the
same language, which means the business terms you use in your
organization must be standardize
4
Data
Governance
■ Data is big, data is growing, data is
valuable, and the insights that can be
gained by analyzing clean, reliable data
with the latest analytic tools are a sort of
new currency.
■ focuses on information quality from the
ground up (at the lowest or root level), so
that subsequent reports, analyses and
conclusions are based on clean, reliable,
trusted data (or records) in database
tables
■ Data governance is a newer, hybrid
quality control discipline that includes
elements of data quality, data
management, IG policy development,
business process improvement, and
compliance and risk management.
■ Data governance with real-time analytics
and business intelligence (BI) software
not only can yield insights into significant
and emerging trends but also can provide
solid information for decision makers to
use in times of crisis—or opportunity.
5
Steps to Governing Data
Effectively
1. Recruit a strong executive sponsor.
2. Assess your current state
3. Set the ideal state vision and strategy.
4. Compute the value of your data.
5. Asses Risk
6. Implement a going-forward strategy
7. Assign accountabili.
CHAPTER 10
INFORMATION GOVERNANCE
Information Governance and Information
Technology Functions
ITS 833
Dr. Mia Simmons
Chapter Overview
■ This chapter will cover pages 189-206 in
your book.
■ This chapter discusses how Information
Technology (IT) aligns directly with the
success of Information Governance.
2
What is Information Technology?
■ Information technology (IT) is a core function impacted by
information governance (IG) efforts.
– The IT side, shared responsibility for IG means the IT
department itself must take a closer look at IT processes
and activities with an eye to IG.
– A focus on improving IT efficiency, software development
processes, and data quality will help contribute to the
overall IG program effort
3
CIO & IT Leaders Key Focus Areas
■ Four IG areas for successful delivery of IG efforts:
1. Don’t focus on technology, focus on business impact
■ IT needs to become more business savvy, more businesslike, more
focused on delivering business benefits that can help the organization
to meet its business goals and achieve its business objectives.
2. Customize your IG approach for your specific business, folding in
any industry-specific best practices possible.
■ there are components that are common to all industries, but tailoring
your approach to your organization is the only way to deliver real
business value and results
3. Make the business case for IG by tying it to business objectives
■ The business case must be presented in order to gain executive
sponsorship, which is an essential component of any IG effort.
4. Standardize use of business terms
■ IG requires a cross-functional effort, so you must be speaking the
same language, which means the business terms you use in your
organization must be standardize
4
Data
Governance
■ Data is big, data is growing, data is
valuable, and the insights that can be
gained by analyzing clean, reliable data
with the latest analytic tools are a sort of
new currency.
■ focuses on information quality from the
ground up (at the lowest or root level), so
that subsequent reports, analyses and
conclusions are based on clean, reliable,
trusted data (or records) in database
tables
■ Data governance is a newer, hybrid
quality control discipline that includes
elements of data quality, data
management, IG policy development,
business process improvement, and
compliance and risk management.
■ Data governance with real-time analytics
and business intelligence (BI) software
not only can yield insights into significant
and emerging trends but also can provide
solid information for decision makers to
use in times of crisis—or opportunity.
5
Steps to Governing Data
Effectively
1. Recruit a strong executive sponsor.
2. Assess your current state
3. Set the ideal state vision and strategy.
4. Compute the value of your data.
5. Asses Risk
6. Implement a going-forward strategy
7. Assign accountabili ...
Toward an organizational E-readiness Modelaqel aqel
Many leaders and executives are wondering what preparations their firms should have in order to be ready to transform into digital era? Organisational e-readiness is a complimentary part of global, regional and national readiness to digital era. This book argues the importance of e-readiness assessment in a structured and quantitative way that contain relevant and valid criteria to assess readiness within organization from various and balanced perspectives. The proposed organizational e-readiness model consists of five interrelated categories; these are strategy, business process, technology, changeability, and ICT security.
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2. Outline
1. IT Governance Market Issues
Business Management and dependence on IT Technology
IT Governance Situation;
2. Holistic Framework for IT Governance
Approach; Scope
Objectives
–
IT Processes: Alignment Business and IT
–
IT Risks: Value/Cost Relationship and Risk measurement
–
Operational Excellence
Client Benefits
3. Benefits of IT Governance framework
4. IT Governance Services & Methodologies
Risk Management Services
Jiri J. Cejka
Methodologies and Tools
2
4. Business Management and
dependence on IT Technology
Today’s management:
More dependent on IT technology to run its business to
achieve competitive advantage
The IT responsibility of corporate executive is growing:
to ensure that systems and processes are properly
controlled
required level of governance is in place
Businesses are continuously looking towards lower costs
and value-for-money – from all aspects of business
IT is becoming a significant expenditure – second after
staff costs.
Jiri J. Cejka
4
5. Example: What management need to know
before investing into SW development
Are funds available?
Will the investment save us money? What is project payback period and ROI?
Is this ROI higher then those who propose the alternative uses for money?
What are the implications to business? (business processes, tax)
Can SW be depreciated? If so can be used declining balance or straight
depreciation schedules?
How can the development engineer answer these questions?
Solution by using the method to measure to produce numbers in terms of:
productivity improvement
cost reduction/avoidance
quality improvements, and/or time-to-market reduction strategies
Jiri J. Cejka
5
6. Situation
The requirement coming from businesses:
IT processes must be appropriately controlled
Management is under pressure from regulators and the
capital markets:
Competitive advantage is gained from IT investment
As a result companies seek incremental advantages from
use of cutting edge technology:
By turning to the third party providers
By implementing optimising programs
Jiri J. Cejka
6
7. Issues to be solved
The reliance IT raises number of issues:
How can management effectively manage its
organisation?
How can management understand the control structure?
How can the external auditor gain sufficient audit
evidence?
“How could Business understand the impact of IT?”
Jiri J. Cejka
7
9. Outline
Approach
Value of IT to Business - Examples, View
What do we need
Framework IT Governance - Objectives
Objective 1: Business - IT Alignment; IT Processes Analysis
Objective 2: Value /Cost Relationship; Risks Measures
Objective 3: Operational excellence
Implementation of Infrastructure, Outsourcing
Condition of success
Benefits
Communication channels
Summary of benefits
Jiri J. Cejka
9
10. Value of IT to Business: Examples
To measure value of IT is not a new idea - Examples:
1.
What Added Value is your IT giving?
–
–
1.
IT involvement in the business imperatives
Vision of IT that could be shared by business and IT leaders
More money wasted in IT that created?
–
1.
IT System will pay off only if design and management are based upon culture
and politics that are intended to support
Focus on strategic instinct of Business Mgrs?
–
Evaluating IT based on ability to improve operations?
Right ideas but:
business does not derive benefits it needs from spending on IT
required level of business-IT alignment and integration not good
enough.
As a result the Business leaders still have difficulties:
lack of understanding of how IT could contribute to business
difficult to reconcile IT costs with the value received.
Jiri J. Cejka
10
11. Value of IT to Business: View 1
Since decades business-IT alignment has been emphasized - with
focus on management of IT projects
however they represent normally 25-30% of IT Budget only
To manage IT properly Value/Cost relationship need to be focused on
other IT components that project development:
operation of business applications
support service - marketing, sales, utility application
Example: operational and support services are production phase of IT
project
project not ready with acceptance tests but following maintenance,
operation support are included: project costs less relevant
Framework with value metrics to organize project, operation and support
phase:
integrated Project portfolio with development and production activities
accounting perspective: capital vs. operating expense
Jiri J. Cejka
11
12. Value of IT to Business - View 2
Business value of new functionality delivered by IT project
created by both development nor production
shared and consistent approach to manage value/costs
Project management: post-implementation phase to be extended
continuing relevance/value to business
efficient and reliable operation is part of project
Benefit of this holistic approach:
limited focus on project as an “investment” is stopped:
–
–
management has continuous cost/value overview
–
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success/failure of project measured with operational work
the monitoring results are applicable to future projects
12
13. What do we need?
Challenge of governing enterprise’s IT is recognized since
years, however the results do not give the required level of
alignment and integration.
An approach is needed that is inclusive – with a scope
reflecting range of activities and responsibilities of IT –
and specific.
Holistic Framework addressing three Primary Objectives:
1.
2.
Relates costs of IT with the value brought to
business
3.
Jiri J. Cejka
Fosters strategic and tactical alignment of IT with
Business
Support drive toward operational excellence
13
14. Objective 1: How to align IT Business?
Goal:
“Identify the strategic important elements of business value to
which IT can significantly contribute:”
Two classical views of IT for businesses, i.e. providing of
information vs. supporting information services has changed
–
Examples: Implementing new sales strategy, planning
responsive technology push of internet
Information is now an integral part of the business:
–
Role of IT expands: alignment even more important for
business
Step 1. Identify main value-adding activities and linked strategies
Identify the opportunities to use information services to support
business strategy
Add new activities as a part of IT portfolio - basis for alignment
Metrics for business value have to be identified and implemented by
both business and IT
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15. Objective 1: How to align ITBusiness?
Step 2. Ensure involvement of senior management: strategic planning
Ongoing dialogue necessary
Full understanding of planned use and impact of IT technology
Formal decision making - critical decision fully committed
Step 3. Organize the environment to optimise IT Processes
Implement process to perform planning by both IT and business mgr
–
Business leader develop IT fluency
–
IT leaders business fluency
Implement process of managing execution
–
–
Management commitments, contracts, project teams, deliverables
–
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division in phases, definition of decisions stages
develop of process to maintain and tune the strategy
15
16. Objective 2: How to manage ValueCost Relationship and IT portfolio?
Goal: “How to institutionalise the developed way of alignment
Business - IT?”
Focus on active management of IT portfolio
Initial development of IT portfolio needs adaptations with changed
needs, opportunities and priorities
Step 1. Find way how to characterize the IT portfolio for
management
Collection of techniques that provide understanding
–
Risk-Business Transformation - Volume of value
measurement
–
Interpretation allows Management to make decisions
–
further views: Net present Value
Result balanced portfolio aligned with Strategy
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17. Objective 2: How to manage ValueCost Relationship and IT portfolio?
Step 2. Clarify process for managing the IT portfolio
Annual review, reviews depending on changes
Checkpoints, balance resources
Step 3. Make sure that decisions are based on organisation’s needs
Example: Resources allocated on relative strategic value of
competing projects is better than even allocation across all units
using different tools to describe projects and analysing both
–
risk profiles
–
potential business value
Result:
–
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Business-visible impact of alternative decisions
17
18. Objective 3: Service management and
Operational Excellence
Goal: “By selection of right metrics that drive the performance provide
better understanding for management”
Step 1. Identify Elements of Business value
Step 2. Transform the Qualitative measures into Quantitative by setting
thresholds or targets
Step 3. Use metrics that are tied closely with business performance
predefined set of “interesting metrics” is not the right way.
Example 1: Install program where chosen measure is “higher yield”
Metric is ratio of products with higher quality: target financial benefit
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19. Objective 3: Service management and
Operational Excellence
Example 2: Improve customer focus with installed support sales
system
Metric is ratio assessment of customer satisfaction
Example 3: Implementation of Cost / Performance with
preventive measurement system
Several metrics needed (depreciation, maintenance cots, lease)
If scope of system changes slowly (list of equipment) - total
costs fine
If changes are rapid: volume adjustment and unit cost are
relevant
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20. Objective 3: Service management and
Operational Excellence
Required Implication for the organization:
Define formal organization structure responsible for service
–
Assigning product / service management
–
Positive effect: tightly focused responsibility and
accountability
Operation for business users requires both business and technical
expertise:
–
business and technical aspects correct evaluated
–
ensure accuracy, completeness, consistency
Ideal Goal: “Creating product-management organization including
both skills”
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21. Objective 3: Operational Excellence
Goal : “Achieve the measurable efficiency, productivity and reliability of
services in terms of business value”
Step 1. Divide the overall budget for IT operations and support into a
set of defined products/services
Step 2. All costs to be mapped into valuable business services
Step 3. Measure the productivity in terms of total organization business
orientation:
Classic technical orientation: costs of mainframe, desktop, split into
parts that are difficult to follow by senior management
New approach: Costs directly oriented with business results: cost per
transaction, cost of SCM, personal action.
Benefits Result: Only a few metrics are used, however they are
compelling for senior management:
1-2 value metrics, 1 cost metric and 1-2 service metrics
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22. Implication for Outsourcing
Benchmarking measurement of IT services with external providers
measurement of costs, volumes and quality of services
Further factors - dependency, hidden costs, flexibility
Two frequent factors for outsourcing:
The internal IT organization has failed to achieve cost/value
relationship required by management
Expectation that outsourcer performs task better
However two risks are frequent
the data to support these decision are missing
the approach to evaluate the outsourcer is not existing
Holistic approach developed can help to
Develop appropriate metrics to support necessary analysis
The same tool to be used to measure internal and external service
Management of outsourcing relationship and contracts
Business view: combination of costs, service level and quality
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23. Implementing the IT Governance
Framework
Two aspects for successful implementation of IT Governance
framework:
1.
Behavioural and procedural aspect
Disciplines involved in managing programs/projects must be
accepted
New practises of management ad reporting must be adopted
–
Approach: starting with visible project
–
Training new methods
2. Automation of data collection
Relying upon ad hoc methods is time and resources consuming
Automating allows more time to analyse and to communicate
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24. 3. Benefits IT Governance
Benefits of IT Governance
framework
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25. Benefit 1: Communication between
Business and IT groups
Senior Business management
Business improvement that results from their knowledge participation
in IT decision making
Mid-level Business manager position not sure that IT function will
justify given resources
1.
Win: IT governance management framework and tool to
communicate with senior management
2.
Win: to help communicate with IT management to ensure that
business services they are responsible will meet commitments
Senior IT manager
1.
Win: Communicate with senior business managers
2.
Win: Communication with IT staff
Clear focus on important strategic and operational issues
Project and Product Service managers - proposed framework helps to
explain the IT issue in business terms
develop realistic “service contracts”
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26. Benefit 2: Communication between
Business and IT groups
Senior IT
Management
Senior Business
Management
Middle IT Management
IT Projects,
Products & Services
Middle level
Business
Management
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27. Summary of Benefits of
IT Governance framework in place
Benefits extend business and IT functions
Facilitating communication about how IT contributes to the
business across levels and functions improves coordination and
cooperationManagers learns more about effort that they affect
Communication to leaders clear
Result
Synergy will increase
Duplication of effort reduced
Effectiveness of project delivery grows
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28. 4. IT Governance and Risk Management
Services, Methodologies
Services
Methodologies and Tools
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29. IT Governance Environment
Value for money:
is management getting value for money from their IT spend / IT
skills? is IT addressing the business strategy?; IT accountability;
KPIs in the business; managing constant change in IT; and project
directors increasingly being major budget holders.
Internal audit:
Internal IT audit skills
outsourcing of internal audit
Technology:
imaging, data capture and electronic document management; use of
the internet; and knowledge management.
Corporate Governance:
Governance of controls and risk self assessment
Initiatives on control and risk self assessment.
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30. Governance Services
Either in terms of the target of the review/advice, or the readership
of the report
Outsourcing:
continued outsourcing of IT (service level agreements);
outsourcing security administration; third party reviews.
Regulation:
Regulatory authority reviews; privacy/data protection laws;
Software licensing laws; Ethical IT; and health, safety and
environment issues.
Transactions:
Transaction Services, Corporate Finance;
Increased focus on IT security in commercial sector - new security
techniques.
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31. Governance Methods and Tools
Process Assessment and Improvement Tools
Business Management Process BMP
Strategic Analysis, Performance Analysis
Process Performance Improvement (BPI)
–
Balance Score Card (BSC)
–
Active Based Costing (ABM)
Risk Management Tools
Environment:
–
IT Risk Management Benchmarking (ITRMB)
Project:
–
–
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Project Risk Assessment: Project management Methodology (PMM)
Project management Control Method: Rational Unified Process (RUP)
31
32. Business Management Process BMP
BMP is about assessing the risk our clients face. Business risks
are diverse and constantly changing:
as the business world becomes more and more reliant on
technology, technology risks become critical to manage
there are many points within the BMP audit in which the
technology component of business risk are addressed
Equations:
Business risk = Audit risk
Technology Risk = Audit risk
Jiri J. Cejka
BMP‘s added value: by assessing of client risk in all its forms and
delivering more valuable business solutions to meet the client's diverse
needs.
32
33. Strategic Analysis
Strategic Analysis is the framework to process
the fundamental business risks associated with the client's
strategy
and their ability to execute that strategy
Review
Background
Information
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Understand
Bus. Objectives
Strategy
& Technology
Use
33
Identify
Significant
Strategic
Risks
Review
Findings and
Conclusions
Document
Findings and
Conclusions in
Workpapers
34. Business Performance Analysis BPA
Focused area:
risk assessment and process analysis,
utilising information on key performance indicators.
Strategic and Process analysis, Testing control.
Approach
involves identifying and gaining an understanding of the client's key
processes for identifying business risks,
understanding how the client mitigates risk.
Assist in BPA
for Key
Processes that
are Technically
Dependent
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Perform BPA
For Key
Processes that
are Highly
Techn. Dependent
34
Review
Findings and
Conclusions
Document
Findings and
Conclusions in
Workpapers
35. Business Performance Improvement BPI
New Performance
Measurement
Design
Details
Design
High
Level Design
Design
Solution
Details
Conceptual
Solution
IT
Assessment
Focus
Focus
Build
New Org.
Structure
Build and
Test
Performance
Performance
Management
Management
Deploy
Implement
Program
Program
Management
Management
Enhance
Envision
Enhance
Envision
Awaken
Certification
Strategic Plan
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36. BPI: Visualization of Perspective
using Balanced Score Card (BSC)
How should we appear
to our customers?
Financial
Perspective
• Critical SuccessFactors
• Performance Indicators
• Targets
Customer
Perspective
Vision
and
Strategy
• Critical SuccessFactors
• Performance Indicators
• Targets
How do we appear to our
shareholders?
What financial outcomes
do we need to generate?
Organizational Learning
Perspective
• Critical SuccessFactors
• Performance Indicators
• Targets
Process/Product
Perspective
What business processes must
we excel at to satisfy our
customers and owners? Are these
processes effective (i.e. adding
value for customers)? Are
they efficient?
Jiri J. Cejka
• Critical SuccessFactors
• Performance Indicators
• Targets
36
Are we able to sustain
innovation, change and
improvement? How will
we maintain our ability to
meet customer expectations?
37. BPI Approach: Process Improving
“Best-in-class”
product
delivery
times
9
7
1
6
9
Define
2
5
2
3
4
Develop
3
8
7
8
Produce
8
5
2
4
Market
9
1
2
2
Service
8
Identify focused areas
Consistently
competitive
pricing
2
Weighted average
Highly
accurate
customer
orders
2
Critical Success Factors
Rapid
development
and launch of
new products
9
Process Impact Analysis
Long-term
customer
loyalty and
satisfaction
2
3
9
6
Account
Critical
Success
Factors
Business
Processes
Total Elapsed Time
Customer
Process Workflow
Visualization of bottlenecks
This Segment
Elapsed Time
Opportunities
Estimating of Risks and Costs
Benefits of Priority Opportunities
Risks or constraints
Benefits
This Segment
Elapsed Time
Costs
• Eliminates cost of cutting a
• Comp-Sys can be used for
cheque. Savings of $1/claim
change at no cost; Time /
($110,000 a month)
Resources required to revise
• Increased customer satisfaction
forms
Risks/Constraints
• Need to create a link to Banks;
Banks require leadtime (3 and
15 days) to clear payments
• Implement a Document
Imaging Systemscanning and
processing to allow of forms,
receipts and related
documentation.
• Reduced time delays
• ~ $1,000,000 ;
• Reduced errors and inaccurate
Resources required to handle
payments to customers
the large volume of documents
• Reduced learning curve for new
staff
The new system must process over • Reduced hand-offs
30,000 documents/year.
• Enable Assembly Clerks to sort
and classify claim forms
associated with implementing
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• Establish an Electronic Funds
Transfer (EFT) system in order
to eliminate the need to
generate cheques.
This Segment
Elapsed Time
37
• Reduced bottlenecks
• Greatly increased productivity
• Requires retraining of staff
• May require additional
resources
• Create an electronic catalogue
of existing reports. (Comp-Sys
could be used to enable this
change).
• Improved quality of reports
• Improved customer service
• The cost of enabling this
change with Comp-Sys is
$200,000.
• Requires method for updating
the catalogue; Use of different
platforms makes access for all
difficult
• Process ID cards in Sales
Offices (may require additional
printers)
• Reduced delays to process and
print cards
• Cost of forty new printers for
ID cards at a cost of $2,000
each, plus installation/tests
(~$10,000).
• Requires additional time to
install printers in offices
38. Risk Assessment Methods
Risk Assessment considers management's perceptions,
assumptions, and judgments about business risks and controls. It
delivers audit evidence through substantive audit procedures.
IT Risk Management Benchmarking (ITRMB)
Project Management Methodology (PMM) Project Risk Assessment
Project management and control: Rational Unified Process (RUP)
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39. IT Risk Management Benchmark
ITRMB
Scope:
provide an objective means of reviewing the risks in relation to use
of IT, and ensure that they are being controlled
provide a means of benchmarking organisation’s key IT Risks and
Controls against other organisations;
review organisations' IT Controls against the BS7799.
Benefits:
Substantiate issues reported to management
Allow management to benchmark corporate performance in the
fields of IT risk and IT controls.
Provide a high level assurance to management of their compliance
with the British Standard on IS Management;
Allow management to benchmark internally. i.e. between different
operations.
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40. Project Risk Assessment
Scope of Process:
involves the identification, analysis, management and monitoring of
risk
Approach after identification of potential risks:
determine the relative exposure in terms of time and cost, to reduce
the level of risk to an acceptable level.
identify both preventive actions and contingency actions (to mitigate
the impact of the risk if it materializes)
Benefits of Risk Management Process :
Is proactive, focusing on prevention rather than cure
Includes periodic risk assessments throughout the work lifecycle
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Editor's Notes
Achieving broad-based operational excellence means going beyond individual operational
services (such as running financial systems, supply chain systems, personnel systems) to all the
services provided by the information technology infrastructure. Two points are important:
the overall budget for IT operations and support must be divided into a set of defined
products and services, so that all IT costs can be mapped to valuable business services; and
all the services must achieve the desired level of efficiency, productivity, and reliability.
In the portfolio view, the productivity of the total organization is the sum of the parts, so
examining the parts from the perspective of the business could indicate where to focus for future
improvement. In a traditional budget presentation, IT costs might be divided into such categories
as mainframe operations, server operations, desktop services, data communications, voice
communications, and so on, with each area claiming some productivity improvements that prove
difficult for senior management to follow and accept. If, however, the categories are businessoriented
products and services (described in section 4.3), then productivity could be related
directly to business results. The most useful examples would be trends in the cost per financial
transaction, cost per personnel action, cost of supply-chain management, and so on. The value
side of the equation would show metrics of the time to do the monthly close, the ratio of internal
promotions to external hires, the incidence of outages in the supply chain, and so on.
The result of this approach would be only a few metrics but these would be compelling for
senior management. Connected to business activities that senior management understand, they
would follow a pattern: for each activity there would be one or two value metrics, a cost metric,
and one or two service metrics. These could all easily be grouped into a management dashboard,
so to speak, which might indeed guide the organization toward operational excellence, as
illustrated in Figure 2. The dashboard is only the instrument panel; the management tool is an
overall production system portfolio that represents the ongoing linkage of IT systems to the
business.