This document provides an overview of using COBIT 4.1 for assurance assignments. It introduces COBIT, describing its evolution and key strengths in incorporating international standards. It outlines the COBIT framework, including its business requirements, IT processes, and IT resources domains. It also describes some of the specific IT processes within the Planning and Organization, Acquisition and Implementation, and Delivery and Support domains.
Atollon Fisherman pro profesionální recruitmentatolloncz
Atollon poskytuje profesionálním personalistům silné nástroje pro zvýšení konkurenceschopnosti na trhu talentů.
Nástroje Atollonu pokrývají veškeré klíčové procesy virem v oblasti recruitmentu, temporary help nebo executive search a přidružených specializací.
Kdy je personální agentura úspěšná? A jak má vypadat? V rámci Recruitment Success Roadshow prezentujeme koncept Atollonu k vytvoření úspěšné personální agentury.
This document provides an overview of the COBIT and ITIL frameworks for IT governance and service management. It describes the key components, terms, and alignment of each framework. COBIT focuses on IT processes and controls, while ITIL focuses on best practices for IT service management. The document discusses how the frameworks can be used together to guide IT governance and improve organizational processes and compliance.
My presentation (in EN) from itSMF Pomorze (Poland) meeting. It shows how to combine SCRUM agility in product development with Corporate Governance controls from COBIT.
Cobit from Mars ITIL from Venus - alignmentKathryn Howard
The document discusses how COBIT and ITIL are frameworks that approach IT governance and management from different perspectives but with the shared goal of delivering business value. It provides overviews of key aspects of each framework such as COBIT's focus on principles, goals cascade, and processes, and ITIL's emphasis on the service lifecycle and continual service improvement. The document suggests that while COBIT and ITIL have differences, comparisons can be useful and aligning the two frameworks can help organizations effectively govern and manage their IT.
This document provides an overview of using COBIT 4.1 for assurance assignments. It introduces COBIT, describing its evolution and key strengths in incorporating international standards. It outlines the COBIT framework, including its business requirements, IT processes, and IT resources domains. It also describes some of the specific IT processes within the Planning and Organization, Acquisition and Implementation, and Delivery and Support domains.
Atollon Fisherman pro profesionální recruitmentatolloncz
Atollon poskytuje profesionálním personalistům silné nástroje pro zvýšení konkurenceschopnosti na trhu talentů.
Nástroje Atollonu pokrývají veškeré klíčové procesy virem v oblasti recruitmentu, temporary help nebo executive search a přidružených specializací.
Kdy je personální agentura úspěšná? A jak má vypadat? V rámci Recruitment Success Roadshow prezentujeme koncept Atollonu k vytvoření úspěšné personální agentury.
This document provides an overview of the COBIT and ITIL frameworks for IT governance and service management. It describes the key components, terms, and alignment of each framework. COBIT focuses on IT processes and controls, while ITIL focuses on best practices for IT service management. The document discusses how the frameworks can be used together to guide IT governance and improve organizational processes and compliance.
My presentation (in EN) from itSMF Pomorze (Poland) meeting. It shows how to combine SCRUM agility in product development with Corporate Governance controls from COBIT.
Cobit from Mars ITIL from Venus - alignmentKathryn Howard
The document discusses how COBIT and ITIL are frameworks that approach IT governance and management from different perspectives but with the shared goal of delivering business value. It provides overviews of key aspects of each framework such as COBIT's focus on principles, goals cascade, and processes, and ITIL's emphasis on the service lifecycle and continual service improvement. The document suggests that while COBIT and ITIL have differences, comparisons can be useful and aligning the two frameworks can help organizations effectively govern and manage their IT.
Recruitment refers to the process of attracting, screening, and selecting qualified candidates for jobs. It involves several steps:
1. Obtaining job requirements from departments and analyzing the job description.
2. Sourcing candidates through advertisements, employee referrals, consultants, and other methods.
3. Screening and filtering applications to identify candidates that best fit the job requirements.
4. Interviewing shortlisted candidates and obtaining feedback from interviewers to further evaluate candidates.
The recruitment cycle is complete when a candidate accepts an offer letter and officially joins the organization.
MSP Best Practice | Using Strategic IT Roadmaps to Get More ContractsDavid Castro
MSP best practices. How to use strategic IT roadmaps to win more business and get larger managed services contracts. Presented by Kaseya and Ant Farm. May 2012.
Recruitment Process Outsourcing (RPO) – Moving Beyond the Pioneer StageEverest Group
Everest Group experts will highlight the outsourcing
options for RPO, key buyer adoption trends, recent
solutions and deal characteristics, evolving supplier
landscape, and the implications for both buyers and
suppliers.
The document outlines the recruitment process for hiring new employees which includes initiating a request, getting approval from high-level managers, advertising open positions, screening applicants, conducting written tests and interviews, selecting qualified candidates, making final hiring decisions, and notifying relevant parties.
This new employee checklist outlines administrative and onboarding tasks for a new hire including reviewing policies, introducing them to coworkers and facilities, setting up computer systems, and discussing job expectations and training plans. The checklist covers providing an employee handbook, assigning a buddy, reviewing key policies, administrative procedures, giving a facility tour, introducing them to their team and manager, and reviewing computer systems, job duties, and payroll processes.
E2SCorp is a recruitment process outsourcing (RPO) firm that was founded in 1998 and is headquartered in Herndon, VA. It believes industry knowledge is important for providing solutions to clients. E2SCorp offers cost-effective RPO services through a team of over 100 recruiters. It provides a range of outsourced recruiting functions from candidate identification through hiring. E2SCorp utilizes its own candidate database along with tools like LinkedIn and custom software to efficiently fill client roles across various industries at a lower cost than internal recruiting.
Maruti Suzuki India Limited (MSIL) was established in 1981 to manufacture and sell affordable cars in India. MSIL's HR vision is to attract the best talent and continuously upgrade employees' skills to create a highly productive and engaged workforce. The HR mission is to facilitate career growth for employees and make MSIL an excellent company.
MSIL uses various sources for recruitment, including campus recruitment of select engineering colleges, lateral hiring through consultants, job sites, and employee referrals. The HR recruitment process at MSIL has three stages - manpower budgeting, recruitment, and selection. Internet or e-recruitment allows MSIL to efficiently attract and screen large numbers of qualified candidates at low cost.
1) The document outlines the process for sending mail, screening profiles, allotting recruiters, notifying stakeholders, and updating software for a requirement.
2) Key steps include searching for available profiles, conducting telephonic screenings, scheduling interview stages, making offers, and closing requirements.
3) Status updates are provided to recruiters and software throughout the process.
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
The document outlines the recruiting process map for filling an open requisition. It includes steps like posting the job, reviewing internal candidates, generating external candidates from websites and referrals, screening and interviewing candidates by phone and in person, making a conditional job offer, conducting a background check and drug screening, and onboarding the new hire. The process involves coordination between the hiring manager, recruiting manager, and human resources team throughout the stages.
The document outlines United Defense's internal hiring process. It begins with a hiring manager initiating a requisition and current employees applying internally. HR prescreens applicants and qualified candidates are interviewed by the hiring manager. If no internal candidates are suitable, the position is posted externally. The external process involves applicants applying, being prescreened and interviewed, with reference and background checks being performed before an offer is extended if the candidate is selected.
recruitment and selection process VIVA TOYOTA (project work)venucuteguy
This document provides an overview of the automobile industry in India. Some key points:
- India is poised to become one of the top 5 auto producers globally by 2015 due to rising incomes, expanding middle class, and large skilled workforce.
- Major automakers like Hyundai, Ford, and Hero MotoCorp are significantly investing in new plants in India.
- The government is taking initiatives like introducing fuel efficiency ratings and tax incentives/breaks for electric/hybrid vehicles to encourage industry growth.
- Foreign investment, exports, and domestic production are increasing, with passenger vehicle production expected to grow at a 13% CAGR from 2012-2021.
The document summarizes the recruitment process for Bedazzled Enterprise Limited. It discusses job analysis, job descriptions, person specifications, and the recruitment policy. It provides examples of each. It also discusses internal and external recruitment, common recruitment methods, and issues around recruitment. The overall recruitment process aims to attract qualified candidates and hire individuals that match the job requirements and contribute to organizational goals.
Maruti Suzuki is India's leading automobile manufacturer, a joint venture between the Government of India and Suzuki Motor Corporation of Japan. It has two manufacturing plants in Gurgaon and Manesar with a total annual production capacity of over 12 lakh vehicles. Maruti manufactures and sells many popular models like Alto, WagonR, Swift, Dzire, SX4, Ertiga. It has over 50% market share in the Indian passenger vehicle market. Maruti also offers various customer services like insurance, finance, roadside assistance, and a used car exchange program called Maruti True Value.
This document provides an overview of an IT project report that aligned metrics from COBIT v4.1 to processes in ITIL v3 related to event, incident and problem management. It summarizes the history and components of both ITIL and COBIT frameworks. The project methodology identified 28 specific COBIT metrics mapped to 3 ITIL processes for event, incident and problem management. The alignment of metrics provides a way to measure service quality and identify areas for improvement across relevant ITIL processes.
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
Recruitment refers to the process of attracting, screening, and selecting qualified candidates for jobs. It involves several steps:
1. Obtaining job requirements from departments and analyzing the job description.
2. Sourcing candidates through advertisements, employee referrals, consultants, and other methods.
3. Screening and filtering applications to identify candidates that best fit the job requirements.
4. Interviewing shortlisted candidates and obtaining feedback from interviewers to further evaluate candidates.
The recruitment cycle is complete when a candidate accepts an offer letter and officially joins the organization.
MSP Best Practice | Using Strategic IT Roadmaps to Get More ContractsDavid Castro
MSP best practices. How to use strategic IT roadmaps to win more business and get larger managed services contracts. Presented by Kaseya and Ant Farm. May 2012.
Recruitment Process Outsourcing (RPO) – Moving Beyond the Pioneer StageEverest Group
Everest Group experts will highlight the outsourcing
options for RPO, key buyer adoption trends, recent
solutions and deal characteristics, evolving supplier
landscape, and the implications for both buyers and
suppliers.
The document outlines the recruitment process for hiring new employees which includes initiating a request, getting approval from high-level managers, advertising open positions, screening applicants, conducting written tests and interviews, selecting qualified candidates, making final hiring decisions, and notifying relevant parties.
This new employee checklist outlines administrative and onboarding tasks for a new hire including reviewing policies, introducing them to coworkers and facilities, setting up computer systems, and discussing job expectations and training plans. The checklist covers providing an employee handbook, assigning a buddy, reviewing key policies, administrative procedures, giving a facility tour, introducing them to their team and manager, and reviewing computer systems, job duties, and payroll processes.
E2SCorp is a recruitment process outsourcing (RPO) firm that was founded in 1998 and is headquartered in Herndon, VA. It believes industry knowledge is important for providing solutions to clients. E2SCorp offers cost-effective RPO services through a team of over 100 recruiters. It provides a range of outsourced recruiting functions from candidate identification through hiring. E2SCorp utilizes its own candidate database along with tools like LinkedIn and custom software to efficiently fill client roles across various industries at a lower cost than internal recruiting.
Maruti Suzuki India Limited (MSIL) was established in 1981 to manufacture and sell affordable cars in India. MSIL's HR vision is to attract the best talent and continuously upgrade employees' skills to create a highly productive and engaged workforce. The HR mission is to facilitate career growth for employees and make MSIL an excellent company.
MSIL uses various sources for recruitment, including campus recruitment of select engineering colleges, lateral hiring through consultants, job sites, and employee referrals. The HR recruitment process at MSIL has three stages - manpower budgeting, recruitment, and selection. Internet or e-recruitment allows MSIL to efficiently attract and screen large numbers of qualified candidates at low cost.
1) The document outlines the process for sending mail, screening profiles, allotting recruiters, notifying stakeholders, and updating software for a requirement.
2) Key steps include searching for available profiles, conducting telephonic screenings, scheduling interview stages, making offers, and closing requirements.
3) Status updates are provided to recruiters and software throughout the process.
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
The document outlines the recruiting process map for filling an open requisition. It includes steps like posting the job, reviewing internal candidates, generating external candidates from websites and referrals, screening and interviewing candidates by phone and in person, making a conditional job offer, conducting a background check and drug screening, and onboarding the new hire. The process involves coordination between the hiring manager, recruiting manager, and human resources team throughout the stages.
The document outlines United Defense's internal hiring process. It begins with a hiring manager initiating a requisition and current employees applying internally. HR prescreens applicants and qualified candidates are interviewed by the hiring manager. If no internal candidates are suitable, the position is posted externally. The external process involves applicants applying, being prescreened and interviewed, with reference and background checks being performed before an offer is extended if the candidate is selected.
recruitment and selection process VIVA TOYOTA (project work)venucuteguy
This document provides an overview of the automobile industry in India. Some key points:
- India is poised to become one of the top 5 auto producers globally by 2015 due to rising incomes, expanding middle class, and large skilled workforce.
- Major automakers like Hyundai, Ford, and Hero MotoCorp are significantly investing in new plants in India.
- The government is taking initiatives like introducing fuel efficiency ratings and tax incentives/breaks for electric/hybrid vehicles to encourage industry growth.
- Foreign investment, exports, and domestic production are increasing, with passenger vehicle production expected to grow at a 13% CAGR from 2012-2021.
The document summarizes the recruitment process for Bedazzled Enterprise Limited. It discusses job analysis, job descriptions, person specifications, and the recruitment policy. It provides examples of each. It also discusses internal and external recruitment, common recruitment methods, and issues around recruitment. The overall recruitment process aims to attract qualified candidates and hire individuals that match the job requirements and contribute to organizational goals.
Maruti Suzuki is India's leading automobile manufacturer, a joint venture between the Government of India and Suzuki Motor Corporation of Japan. It has two manufacturing plants in Gurgaon and Manesar with a total annual production capacity of over 12 lakh vehicles. Maruti manufactures and sells many popular models like Alto, WagonR, Swift, Dzire, SX4, Ertiga. It has over 50% market share in the Indian passenger vehicle market. Maruti also offers various customer services like insurance, finance, roadside assistance, and a used car exchange program called Maruti True Value.
This document provides an overview of an IT project report that aligned metrics from COBIT v4.1 to processes in ITIL v3 related to event, incident and problem management. It summarizes the history and components of both ITIL and COBIT frameworks. The project methodology identified 28 specific COBIT metrics mapped to 3 ITIL processes for event, incident and problem management. The alignment of metrics provides a way to measure service quality and identify areas for improvement across relevant ITIL processes.
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
5. … pak někoho napadlo, že …
cd Process
Nákup Výroba Distribuce Prodej
6. Cíle procesního řízení
Zvýšení a zajištění stálosti
Spolehlivosti
Kvality
Efektivity
Cílem je uspokojit potřeby trhu lepším
způsobem než to dokáže konkurence
7. Joseph Heller: Hlava XXII
motto: „...z ničeho je nebolela hlava tak jako z Hlavy XXII..."
START
Rozkaz
nadřízeného
?
A
Uposlechnout a
vykonat
KONEC
8.
9.
10.
11. Procesní mapa
Sníh Tání sněhu Odtok
Vytváření oblaků
Odtok z
Déšť Vsakování podzemnách
vod
Vytváření
zásob
podzemní
vody
13. Proces sublimace START
Designer procesu Měření
fyzikálních
hodnot
Vlastník procesu
Vstup procesu Vypočítat
množství
sublimované látky
Výstup procesu
Typ procesu Provést sublimaci
Je co
sublimovat? A
KONEC
14. Ls
ls =
m
Provést sublimaci
Aktivity
Dle množství přijatého tepla v čase t přeměňovat množství látky m na plynné skupenství
Dokumenty
Přeměna z pevného skupenství na plynné
Sublimace probíhá dle vzorce ls = Ls / m kde
ls – měrné skupenské teplo přijaté látkou za dané teploty
Ls – skupenské teplo sublimace (např, H2O při 0°C 2,8 MJ / kg)
m – hmotnost látky
20. Schéma zásahu SAS v roce 1980
Budova Iránského velvyslanectví v Londýně
Celkem asi 50 místností
6 únosců, 26 rukojmích
Výzbroj: 3 české samopaly škorion,
1 revolver, další dva samopaly a několik
granátů
21. Operace Nimrod
„Velet jednotkám zvláštního
určení je to nejjednodušší, co
lze dělat, neboť když jejím
příslušníkům zadáte cíl,
můžete se spolehnout, že
každý z nich ví, co dělat.
Velitel zásahové jednotky SAS
Michael Rose
22. Zajímavosti o SAS
Eskadry A,B,C,D a R
Oddíly horolezecký,
letecký, jízdní a vodní
Nasazení: Severní Irsko,
Borneo, Malajsie, Omán,
Falklandy, Balkán a Irák.
Náklady na výcvik 1 člena
SAS: milion liber
24. Co je to ITIL
Definice: ITIL® je rozsáhlý, konzistentní a procesně
orientovaný rámec pro designování procesů podpory a
řízení služeb ICT (informačních a komunikačních
technologií)
25. ITIL
Pro koho je?
IT poskytovatele služeb
IT ředitele a managers
CIO
Koho může zajímat?
Business managery
Zákazníky a uživatele
Organizace závislé na IT Službách
Co nabízí?
Snížení ceny
Zlepšení IT služeb díky využití Best Practices
Pokrok v uspokojení zákazníků a uživatelů
Standardy a návody
Zvýšení produktivity
Vylepšení dovedností a stávajících zkušeností
Zlepšené doručení služeb třetích stran
26. Co ITIL obsahuje?
Service Support
Service Delivery
Planning to Implement Service
Management
Application Management
ICT Infrastructure
Management
Security Management
Software Asset Management
The Business Perspective
27. Service Support / Blue book
Service Desk
Configuration Management
Incident Mangement
Problem Management
Change Management
Release Management
28. Service Delivery / Red book
Service Level Management
Capacity Management
Availability Mangement
IT Service Continuity Managemnt
Financial Management for IT
Services
30. Configuration Management
Přehled aktivit
Plánování
Identifikace
Řízení přístupu
Status
Kontrola a audit
31.
32. Škoda Auto
25 000 zaměstnanců
Výroba v Boleslavi, Kvasinách a Vrchlabí,
Ukrajina, Bosna a Indie
30% ekonomicky aktivních obyvatel v
regionu MB pracuje pro škodovku a 75%
přímo v MB
Nepřímo živí až 500 000 lidí
Logistika rozsáhlejší než ve VW
Přes 1200 dodavatelů
1300 kamionů za den
Dodávky v 2 hodinových a 1 směných
intervalech
Fraktálové uspořádání montáže, just in
time, kanban, sekvenční a další
Nová Oktávia: 4000 položek (20 000
celkem)
Počet kombinací: 3 miliony
Nic se nevyrábí na sklad
Vysoké ztráty při zastavení linky
33.
34. Lockheed martin – F16
Více jak 110 modifikací
Výroba ve vícero zemích
Ruční výroba
Zajímavosti
Délka výroby
Spotřeba při plním tahu
Max. přetížení +9G
Max. stoupavost: 300m/sec
Max. dostup 15 km
Max. rychlost: 2 až 2,2 M
Max. vzletová váha 16-19tis. kg
Značka pneumatik: Michelin
38. Software Engineering Institute
Carnegie Mellon University
Co je SEI
Výzkumné a vývojové středisko založené vládou USA a
sponzorované Ministerstvem obrany U.S. přes Kancelář
Sekretáře obrany pro Nákup, Technologii a Logistiku.
Vyvíjené CMM (Capability Maturity Models® ) modely
CMMI®(Capability Maturity Model Integration)
P-CMM (People Capability Maturity Model)
SA-CMM (Software Acquisition Capability Maturity Model)
SW-CMM (Capability Maturity Model for Software)
SE-CMM (Systems Engineering Capability Maturity Model)
IPD-CMM (Integrated Product Development Capability Maturity
Model)
40. SW-CMM
Level Focus Key Process Areas
5 Optimizing Continuous process Defect prevention
improvement Technology change management
Process change management
4 Managed Product and process Quantitative process management
quality Software quality management
3 Defined Engineering process Organization process focus
Organization process definition
Training program
Integrated software management
Software product engineering
Intergroup coordination
Peer reviews
2 Repeatable Project management Requirements management
Software project planning
Software project tracking
Software subcontract management
Software quality assurance
Software configuration management
41. People CMM
Strategické záměry P-CMM jsou:
Zlepšit kompetence organizace zlepšením kompetencí jejich zaměstnanců
Zabezpečit aby kompetence byly kompetencemi organizace a ne pouze jednotlivých
individualit
Sladit motivaci zaměstnanců a organizace
Udržet schopné lidi v organizaci
P-CMM popisuje tyto oblasti:
Personální zajištění ( nábor, výběr a plánování)
Řízení výkonnosti
Školení a trénink
Odměňování zaměstnanců
Pracovní prostředí
Kariérní rozvoj zaměstnanců
Způsobilosti jednotlivců i organizace
Mentoring a coaching
Rozvoj týmů a kultury organizace
43. Implementace procesů ve Ford Motor
Organizační jednotka „Obor plateb faktur“
Celkem zaměstnávala 500 lidí
Předpokládané zefektivnění o 20%
Snížení počtu lidí v oboru na 400
Koupě 25% podílu v Mazdě
Stejný obor zajišťovalo 5 lidí ….
44. Starý a nový proces
START
START
Vytvořit
Vytvořit objednávku
objednávku
Zaslat obj. výrobci Zaslat objednávku
a odd. likvidace výrobci
faktur
Dodání Dodání
zboží zboží
Vytvoření a
Příjem zboží zaslání faktury od Vytvoření a
výrobce zaslání faktury od
výrobce
Příjmový doklad
zaslat odd.
likvidace faktur
Vše
souhlasí?
Souhlasí A
všechny
dokumenty?
A Příjem zboží
Dořešení
Provést platbu
Provést platbu
KONEC
KONEC
Bylo třeba provést optimalizaci podnikových procesů a nikoliv organizačních jednotek