itSMF 2013 Global Survey & COBIT

© 2014 NUS. All Rights Reserved Unless
Otherwise Stated.
ATA/Lucid/2010-01-25 MUS/
COBIT as IT Mgt Bst-Prctce Frmwrk.ppt/v1.0
(1) itSMF Intl 2013 Survey results
(2) COBIT as IT Management Best
Practice Framework
itSMF Singapore
27 Mar 2014
1
Please see Acknowledgements & Notices in last few slides

Otherwise Stated.
My Organisation
 Institute of Systems Science www.iss.nus.edu.sg
 Part of National University of Singapore
 Support national IT competency development needs
 Faculty of practitioners from industry with average of
more that 15 years experience each
 Caters to working IT professionals
■ Post-Graduate Programmes
■ Executive Programmes
■ Industry Research
■ Consulting (CMMI, Enterprise Architecture, BPR, Service
Innovation etc)
2

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About Myself
Chief, New Initiatives
ITIL Expert, CGEIT, TOGAF 9 Enterprise Architect,
CITPM (Senior), COMIT, CBAP, AIIM BPM Master
 20 years of IT management experience
 Process Improvement
 Enterprise Architecture and Planning
 Application Development
 IT Operations
 Consultancy for private and public sector
 Enterprise Architecture
 CMMI
 Strategic IT Planning
Goh Boon Nam
Chief, New Initiatives
Institute of Systems Science
3

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Global ITSM Practices –
How do you compare?
itSMF Intl 2013 Survey results
4
Please see Acknowledgements & Notices in last few slides

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Finding out how ITSM is implemented
around the world
738 respondents from
49 countries/regions
5

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How does your organisation compare
with the global average?
6
Image courtesy of watcharakun / FreeDigitalPhotos.net

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Global Survey – Which Countries /
Regions Participated?
7
Mainly developed
countries
Likely more mature in
ITSM practices

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Good mix of organisation sizes
8

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Why ITSM? Which reason most
important to your organisation?
 Your top reason for using ITSM?
1. Reduce IT costs?
2. Improve quality and efficiency of IT services?
3. Reduce risks?
9

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Why ITSM? Which reason most
important globally?
10

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ITIL® Processes - Which is most
mature in your organisation?
11

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How does your organisation compare
with the 2013 global average?
12
(Nb: 4 means fully implemented and 0 means not
implemented and no plans to implement)
ITIL Processes - Implementation Maturity

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ITIL Process Implementation –
2010 Global Average
13

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Your tool usage maturity?
 Which tool use is most mature?
■ Event?
■ Incident?
■ Problem?
■ Change?
14

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Tool Use Maturity – Global Average
15

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What was the significant change in ITIL
between 2010 survey and 2013 survey?
16
2007 Edition 2011 Edition

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ITIL SS 2011 Ed – Clearly Defined Processes
17
“
”

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2011 Edition of ITIL – Improvement to
Service Strategy?
18

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Besides ITIL, What Else Useful for
ITSM?
19

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Sought-after Skills for ITSM
20
1
2
3
4
5
67
8 9
10
11

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For Further Information
 Full survey report
■ http://www.itsmfi.org/files/itSMF%202013%20
Survey%20Report_0.pdf
 Institute of Systems Science
■ https://www.iss.nus.edu.sg/
21

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itSMF Intl 2013 Survey results
Q&A
22

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You have gotten your ITIL
Expert.
What next as an IT
manager?
23
Image courtesy of chanpipat / FreeDigitalPhotos.net

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COBIT as THE Best Practice
Framework for IT Management
24

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What is COBIT?
 Control OBjectives for Information and related Technology
 International framework from ISACA and IT Governance Institute
 Helps maximise value of IT to businesses
 Originally, more for monitoring/ audit /risk assessment of IT
management processes
 Increasingly recognised as comprehensive framework of end-to-
end IT Management best practices
■ Advises on WHAT to do
■ Some high-level of how to do
 Currently Version 5
25

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COBIT - Governance and Management
26
Strategic Tactical Operational
Nb: Words in green above NOT part of COBIT but added by the author of this presentation.
generally, the responsibility of
Board of Directors

Otherwise Stated.
COBIT5 Processes
27
Align, Plan &
Organise
Build, Acquire &
Implement
Monitor, Evaluate &
Assess
Deliver, Service &
Support
• Manage the IT Management
Framework
• Manage Strategy
• Manage Innovation
• Manage Enterprise
Architecture
• Manage Portfolio
• Manage Budget and Costs
• Manage Human Resources
• Manage Relationships
• Manage Service Agreements
• Manage Suppliers
• Manage Quality
• Manage Risk
• Manage Security
• Manage Programmes &
Projects
• Manage Requirements
Definition
• Manage Solutions
Identification and Build
• Manage Availability &
Capacity
• Manage Change Acceptance
and Transitioning
• Manage Organisational
Change Management
• Manage Changes
• Manage Knowledge
• Manage Assets
• Manage Configuration
• Monitor, Evaluate and
Assess Performance &
Conformance
Assess the System of
Internal Control
Assess Compliance with
External Requirements
Governance
• Manage Operations
• Manage Service Requests
& Incidents
• Manage Problems
• Manage Continuity
• Manage Security Services
• Manage Business Process
Controls
• Ensure Governance Framework
Setting and Maintenance
• Ensure Benefits Delivery
• Ensure Risk Optimisation
• Ensure Resource Optimisation
• Ensure Stakeholder
Transparency
Domains
Processes

Otherwise Stated.
Domain BAI - Build, Acquire & Implement
28
Nb: Bold headings are
author’s own categorisation
& are not part of COBIT
 Programmes
■ Manage Programmes (and Projects)
 Projects
■ Manage (Programmes and) Projects
 Requirements
■ Manage Requirements Definition
■ Manage Availability & Capacity
 Design & Build
■ Manage Solutions Identification and Build
 Test & Implement
■ Manage Change Acceptance and Transitioning
 Changes
■ Manage (IT) Changes
■ Manage Organisational Change Management
 Supporting Processes
■ Manage Knowledge
■ Manage Assets
■ Manage Configuration

Otherwise Stated.
Domain BAI - Build, Acquire & Implement
29
Build, Acquire
& Implement
(BAI)
Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.
Programme Management
(Generic) Project Management
IT Systems Devt Life Cycle Mgt
Support Processes
Knowledge, Asset, Configuration
Requirements &
Feasibility
Design &
Build
Test &
Implement
Manage Changes
IT and Organisational

Otherwise Stated.
IT Strategy / Innovation / Ent. Architecture / Portfolio Management
BAI Relationship with APO
30
Build, Acquire
& Implement
(BAI)
Align, Plan
& Organise
(APO)
Pre-Project Development Production
Support Processes
Knowledge, Asset, Configuration
Requirements &
Feasibility
Design &
Build
Test &
Implement
Manage Changes
IT and Organisational(Tactical)
(Strategic)
IT
Ongoing
Management

Otherwise Stated.
Domain APO – Align, Plan & Organise
 Strategy/ Architecture / Portfolio
■ Manage the IT Management Framework
■ Manage Strategy
■ Manage Innovation
■ Manage Enterprise Architecture
■ Manage Portfolio
 IT Ongoing Management
■ Manage Budget and Costs
■ Manage Human Resources
■ Manage Relationships
■ Manage Service Agreements
■ Manage Suppliers
■ Manage Quality
■ Manage Risk
■ Manage Security
31

Otherwise Stated.
COBIT Domains – Deliver, Service &
Support (DSS)
 Service Operations
■ Manage Operations
■ Manage Service Requests &
Incidents
■ Manage Problems
■ Manage Continuity
■ Manage Security Services
■ Manage Business Process
Controls
32

Otherwise Stated.
DSS Relationship with BAI & APO
33
Support Processes
Knowledge, Assets, Configuration
Requirements
& Feasibility
Design &
Build
Test &
Implement
Manage Changes
IT & Organisational
Build,
Acquire &
Implement
(BAI)
Align, Plan
& Organise
(APO)
Deliver,
Service &
Support (DSS)
Service
Operations
IT
Ongoing
Management
(Strategic)
(Tactical)
(Operational)

Otherwise Stated.
COBIT Domains – Monitor, Evaluate &
Assess
 Monitor, Evaluate and Assess
■ Performance & Conformance
■ System of Internal Control
■ Compliance with External Requirements
34

Otherwise Stated.
MEA Relationship with APO / BAI / DSS
35
Support Processes
Requirements
& Feasibility
Design &
Build
Test &
Implement
Manage Changes
IT & Organisational
Build,
Acquire &
Implement
(BAI)
Align, Plan
& Organise
(APO)
Deliver,
Service &
Support (DSS)
Service
Operations
IT
Ongoing
Management
Measure,
Evaluate
&
Assess
Measure,
Evaluate &
Assess (MEA)
(Strategic)
(Tactical)
(Operational)

Otherwise Stated.
COBIT Domains – Governance
 Monitor, Evaluate & Direct to:
■ Ensure Governance Framework Setting
and Maintenance
■ Ensure Benefits Delivery
■ Ensure Risk Optimisation
■ Ensure Resource Optimisation
■ Ensure Stakeholder Transparency
36

Otherwise Stated.
Governance Relationship To Management
37
Support Processes
Requirements
& Feasibility
Design &
Build
Test &
Implement
Manage Changes
IT & Organisational
Build,
Acquire &
Implement
(BAI)
Align, Plan
& Organise
(APO)
Deliver, Service &
Support (DSS)
Service
Operations
IT
Ongoing
Management
Measure,
Evaluate
&
Assess
Measure,
Evaluate &
Assess (MEA)
(Strategic Mgt)
(Tactical Mgt)
(Operational Mgt)
(Governance)
Monitor
Evaluate
Direct

Otherwise Stated.
COBIT – IT Governance &
IT Management Best-Practice Framework
38
Support Processes
Requirements
& Feasibility
Design &
Build
Test &
Implement
Manage Changes
IT & Organisational
Build,
Acquire &
Implement
(BAI)
Align, Plan
& Organise
(APO)
Deliver, Service &
Support (DSS)
Service
Operations
IT
Ongoing
Management
Measure,
Evaluate
&
Assess
Measure,
Evaluate &
Assess (MEA)
(Strategic Mgt)
(Tactical Mgt)
(Operational Mgt)
(Governance)
Monitor
Evaluate
Direct

Otherwise Stated.
Further Process Details
 COBIT provides further details to the Process
■ Breakdown of Process
• Process
– Management Practices
» Activities
■ RACI for Management Practices
■ Inputs-Outputs for each Activity
■ Metrics for the overall process
• IT-related
• Process-related
39

Otherwise Stated.
COBIT Process Details – Management
Practices
40
 Manage Programmes and Projects
■ Maintain a standard approach for programme and project
management
■ Initiate a programme.
■ Manage stakeholder engagement.
■ Develop and maintain the programme plan.
■ Launch and execute the programme
■ Monitor, control and report on the programme outcomes.
■ Start up and initiate projects within a programme.
■ Plan projects
■ Manage programme and project quality
■ Manage programme and project risk
■ Monitor and control projects
■ Manage project resources and work packages.
■ Close a project or iteration
■ Close a programme.
Process
Management
Practices

Otherwise Stated.
COBIT Process Details – Management
Practices and Activities
41
 Manage Programmes and Projects
■ Maintain a standard approach for programme and project management
■ Initiate a programme
• Agree on programme sponsorship and appoint a programme board/committee with members who have
strategic interest in the programme, have responsibility for the investment decision making, will be
significantly impacted by the programme and will be required to enable delivery of the change.
• Confirm the programme mandate with sponsors and stakeholders. Articulate the strategic objectives for
the programme, potential strategies for delivery, improvement and benefits that are expected to result,
and how the programme fits with other initiatives.
• Develop a detailed business case for a programme, if warranted. Involve all key stakeholders to develop
and document a complete understanding of the expected enterprise outcomes, how they will be
measured, the full scope of initiatives required, the risk involved and the impact on all aspects of the
enterprise. Identify and assess alternative courses of action to achieve the desired enterprise outcomes.
• Develop a benefits realisation plan that will be managed throughout the programme to ensure that
planned benefits always have owners and are achieved, sustained and optimised.
• Prepare and submit for in-principle approval the initial (conceptual) programme business case, providing
essential decision-making information regarding purpose, contribution to business objectives, expected
value created, time frames, etc
• Appoint a dedicated manager for the programme, with the commensurate competencies and skills to
manage the programme effectively
• and efficiently.
■ Manage stakeholder engagement.
■ …
Process
Management
Practices
Activities

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COBIT Process Details – RACI for
Management Practices
42

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COBIT Process Details – Inputs-
Outputs for Each Activity
43

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COBIT Process Details – IT-Related
Metrics
44
Example - from Manage Programmes and Projects process

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COBIT Process Details – Process-
Related Metrics
45
Example - from Manage Programmes and Projects process

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Other Key Elements of COBIT
 Principles
 Enablers
 Lifecycle Approach
 Process Capability Model
 COBIT 5 Product Family
46

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Principles
47

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Enablers
48

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Lifecycle Approach
49

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Process Capability Model
50

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COBIT 5 Product Family
51

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COBIT 5 Mapping to Other Frameworks
52
Nb: Some of the other frameworks can map to more than one COBIT domain (eg. ITIL/COBIT) but for simplicity, only one domain is mapped here

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Q & A
53

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Acknowledgements for itSMF Global
Survey
 Study carried out
■ with support of the itSMF International Executive
Board
■ assistance of Institute of Systems Science, NUS
■ advice from Peter Brooks on the 2010 survey
■ review by the itSMF International Publishing
Group
 Distribution of the survey through
■ the assistance of the various itSMF Chapters
■ the Company Secretary to itSMF International.
 Survey data from
■ itSMF members and other participants
54

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IP Acknowledgements & Notices
 COBIT® is a registered trade mark of ISACA and the IT Governance Institute
 CGEIT® is a registered trade mark of ISACA
 TOGAF is a registered trademark of The Open Group in the United States and
other countries
 CBAP® is a registered certification mark owned by International Institute of
Business Analysis
 CISSP is a registered Trademark of (ISC)2
 SCRUM Alliance REP SM is a service mark of Scrum Alliance, Inc.
 PMP is a registered mark of Project Management Institute, Inc.
 CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon
University
 ITIL®, PRINCE2®, P3O®, MSP® are registered trade marks of AXELOS
Limited
 The Swirl logo™ is a trade mark of AXELOS Limited
 © 2011 NUS unless otherwise stated. The contents of this document may not be
reproduced in any form or by any means, without the written permission of ISS,
NUS, other than for the purpose for which it has been supplied

Otherwise Stated.
The End
56

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