Sharpening the Lens

Steve Beaton, CIA, CISA, CFSA, MsMIT, USAA VP IA
Robert Koehler, CGEIT, PgMP, PMP, MsPM, PwC Director

TOPIC
We will explore the essential elements for preparing an
assurance framework for IT Governance that integrates
leading industry standards and practices ensuring the
governing objectives for assessing strategy, financial
performance, and effective delivery of technology.

KEY BENEFITS TO THE AUDIENCE
• We will highlight the leading IT Governance standards, drawing
comparison between their similarities and differences.
• We will highlight the business areas not adequately addressed
by IT Governance standards.
• We will recommend internal controls that pertain to aligning the
relationships between the business and IT, including
organizational structures for the evaluation and direction of IT.
• We will recommend internal controls that pertain to the
effectiveness of deriving value from IT, including financial
performance and the planning for benefits realization.
• We will recommend internal controls that pertain to the
effectiveness of IT risk and compliance management, including
what can be done to ensure sufficient IT risk information is
factored into investment decision making.

CURRENT STATE OF IT GOVERNANCE
We will highlight the leading IT Governance standards, drawing
comparison between their similarities and differences.
• What are leaders saying about it?
• Whose definition is best?
• How is IA’s role perceived?
• Where are the rabbit holes?

CURRENT STATE OF IT GOVERNANCE
IN THE NEWS
Oversight split between the
Board, Audit Committee, IT/Risk
Committees or no one at all.
- PwC, Insights from the
Boardroom 2012
Only 30% of directors find IT expertise a “very
important” attribute in new directors, and 31%
are not seeking this skill set at all.
- PwC’s 2013 Annual Corporate Directors
Survey
44-50% of Board members meet with
the CIO only once a year or not at all.
- PwC, Insights from the Boardroom
2012
Only 38% of business partners seen
as “very engaged” in IT Governance.
- Forrester, The State Of IT
Governance Q4 2010
The findings of a number of research projects conducted by the
Massachusetts Institute of Technology (MIT) Center for
Information Systems Research (CISR) suggest that firms with
focused strategies and above-average IT governance
capabilities had more than 20 percent higher profits than other
firms following the same strategies.
- Peter Weill and Jeanne W. Ross, It governance, how top
performers manage it decisions for superior results, Harvard
Business School Press
Effective IT governance is the single most
important predictor of the value an organization
generates from IT.
- Peter Weill and Jeanne W. Ross, It
governance, how top performers manage it
decisions for superior results, Harvard Business
School Press

COMPARING IT GOVERNANCE STANDARDS
WHOSE DEFINITION IS BEST?
• ISACA – The responsibility of executives and the board of directors; consists of
the leadership, organizational structures and processes that ensure that the
enterprise’s IT sustains and extends the enterprise’s strategies and objectives.
• ISO – The system by which the current and future use of IT is directed and
controlled. Corporate governance of IT involves evaluating and directing the use of
IT to support the organization and monitoring this use to achieve plans. It includes
the strategy and policies for using IT within an organization.
• Gartner – The set of processes that ensure the effective and efficient use of IT in
enabling an organization to achieve its goals.
• Forrester – A decision-making framework for IT investments that is designed to
maximize the return of benefits while managing risk to acceptable levels.
• MIT CISR – Specifying the decision rights and accountability framework to
encourage desirable behavior in using IT.

ARE STAKEHOLDERS SATISFIED?
AREAS OF LEAST SATISFACTION WITH IA

STANDARDS OVERLAPPING, EVEN CONFLICTING
The challenge is choosing right and filling in the gaps as many
standards are overlapping, even conflicting – None complete
IT GovernanceProject Management
Process
Centric
Maturity
Centric
PMI/PMBOK
ITIL
IT Management
Val IT 2.0
Risk IT
COBIT 5SEI CMMI
ISO 38500TOGAF
ISO 17998
COBIT 4
ISO 27001/2/5
MoV
ISO 31000
MIT CISR
PRINCE2
Most relevant
standards

RIGHT SPECTRUM FOR COMPARISON
Five dimensions of comparison used, each having a common focus
on an organizations ability to drive greater value from IT
Strategic Alignment
•The successful alignment between business and IT
•The comprehension of the impacts of IT on business processes and results
•The clarity of priorities for both IT investments and business management focus
Financial Performance
•The effectiveness of deriving value from IT across the first and second lines of defense
•The comprehension of performance as predictors of strategic decision-making
•The comprehension of factors to measure and regulate the effectiveness of controls for risk and compliance
Risk & Compliance
•The establishment or risk, compliance, security and legal authority
•The alignment of risk and compliance decisions with responsibilities for performance
•The level of process integration across IT governance, risk, and compliance
Grow & Transform
•The level IT investments contribute to optimal business value
•The level collaboration occurs between business and IT to realize benefits
•The provision of investment management controls across the economic lives of investments
Delivery Management
•The determination of how types of IT-enabled capabilities are chosen as important for success
•The decision driven actions to set objectives and expectations for the performance of IT
•The position to handle the costs and risk of the service portfolios

MAPPING TO LEADING PRACTICES
Strategic Alignment
Financial
Performance
Delivery
Risk & Compliance Grow &Transform Delivery Mgmt.
• COBIT APO08
Manage
Relationships
• COBIT EDM01
Ensure Governance
Framework Setting
and Maintenance
• COBIT EDM04
Ensure Resource
Optimization
• ITIL Strategy –
Strategy and
Organization
Demand
Management
• IIA GTAG 17 –
Auditing IT
Governance
• ISO/IEC 38500:
2008–Corporate
Governance of
Information
Technology
• COBIT MEA01
Monitor, Evaluate
and Assess
Performance and
Conformance
• EDM05 Ensure
Stakeholder
Transparency
• COBIT APO06
Manage Budget
and Costs
Financial
Management
Return on
Investment
• ISO/IEC 38500:
2008–Corporate
Governance of
Information
Technology
• COBIT EDM03
Ensure Risk
Optimization
• COBIT MEA03
Monitor, Evaluate
and Assess
Compliance with
External
Requirements
• COBIT DSS05
Manage Security
Services
• ISO/IEC 31000–
Risk Management
• ISO/IEC 27000–
Security Techniques
• Multiple industry
based requirements
such as: HIPPA,
AML, Dodd Frank,
PCI, FISMA,
Sarbanes Oxley and
Safe Harbour
• COBIT APO04
Manage Innovation
• COBIT APO05
Manage Portfolio
• COBIT EDM02
Ensure Benefits
Delivery
Service Portfolio
Management
• Project Management
Book of Knowledge
(PMBOK)
• Projects in
Controlled
Environments
(PRINCE 2)
• Portfolio, Program,
and Project
Management
Maturity Model
(P3M3)
• ITIL Strategy–
Strategy, Tactics,
and Operations
• COBIT APO02
Manage Strategy
• COBIT APO03
Manage Enterprise
Architecture
• The Open Group
Architecture
Framework
(TOGAF)
• ISO/IEC 20000–IT
Service
Management

AREAS NOT ADEQUATELY COVERED
We will highlight the business areas not adequately addressed
by IT Governance standards.
• Is IT on the boards agenda?
• Does corporate strategy influence IT?
• Is the value gap being closed?
• Does the three lines of defense help IT Governance?
• Is IT Governance, Risk and Compliance combined?
• Are business benefits being realized?

IT ON THE BOARD’S AGENDA
A structured approach for board’s IT oversight:
• Assessment: Evaluate the company’s current IT situation, while considering
various factors, and conclude how critical IT is to the company’s current and
future success.
• Approach: Agree on the board's IT oversight approach including who is
responsible (the full board, the audit committee, a risk committee, etc.), how
often to discuss IT, and when to talk with the CIO.
• Prioritization: Identify the IT subjects most relevant to the company and focus
oversight efforts on those areas.
• Strategy: "Bake" IT initiatives into the board’s oversight of overall company
strategy based on the importance of IT to the company.
• Risk: Include IT risks as part of the board’s risk management oversight process.
• Monitoring: Adopt a continuous IT oversight process, regularly revisit the
efficacy of that process, and measure results.

CASCADING CORPORATE STRATEGY
Need to evaluate the IT strategy within the overall strategy
for the business
Business
Strategy
(3-5 yr plan)
IT Strategy
Digital
Business
Model
• Frames how IT & technology enables
business capabilities
• Sets expectations for scalability &
interoperability
• Provides principles & standards that
guide technology decisions
• Prioritizes immediate IT challenges
that need resolution
• Identifies synergies across entities
• Identifies digital business model
capabilities
• Measures effectiveness of digital
content, experience, and platform
• Identifies digital source of competitive
advantage
BusinessDrivenITStrategy
• Develops a target state and future vision
that synchronizes IT investments with
business needs
• Creates a blueprint for maximizing return
on technology investments
• Establish guiding principles that will
drive the technology evolution
Strategy &
business
alignment
Organization
& skills
Technology
& architecture
Management
& Governance
Information
Product
Customer
Experience
Internal
External
The Digital Business Model describes
how content, experience, and platform
works together to create a compelling
customer value proposition.
The Business Strategy describes and
interrelates mission, vision, goals, and
strategies with core processes,
constituents, and interactions.

CLOSING THE VALUE GAP
While many companies fail to deliver business value, top performers deliver
the expected value (+15%), on time (+30%) at or below budget (+30%)
ACTUAL ROI = -4%
Value RealizedPlan Actual Execution
Benefits
Only 38% of programs
delivered 100% of value
Time
Only 36% of programs
are delivered on time
Value
(200)
Cost
(100)
Year 1 Year 2 Year 3
3 Year
Plan
Value
(125)
Extra
Year
4 Year
Actual
Value
Gap
Cost
(130)
Over Cost
PLAN ROI=50% The Value Gap
-$60M
-$15M
+$30M
EXAMPLE:
Time Increase: 30%
Cost Increase: 30%
Value Loss: 30%
($M)
IMPACT
($M)

THREE LINES OF DEFENSE
Clear delineation between line controls, second-level monitoring
controls and third-line independent assurance for the effective
governance of information technology
Board of Directors / Audit Committee
Business and IT Senior Management
Regulator
1st Line of Defense
ExternalAudit
3rd Line of Defense2nd Line of Defense
Internal Control
Measures
IT Governance
Mechanisms
Financial Controls
Risk Management
Compliance
Portfolio Performance
Program Governance
Security
Internal Audit
Project Assurance

IT GRC INTEGRATION
IT Governance, risk management and compliance managed in
an integrated manner
IT Compliance
Committee
Audit Committees
Evaluate
Direct
Report
Monitor
IT governance Risk Management Compliance
IT Governance
Committee
IT Steering
Committee
PMO /
Portfolio
Management
Objective Setting
Risk Assessment
Event
Identification
Risk Response
Control Activities
Information &
Communication
Monitoring
Requirement
Analysis
Deviation
Analysis
Deficiency
Management
Reporting /
Documentation
Deviation
Analysis
Enterprise & IT
Risk Committees

BENEFITS REALIZATION
The benefits expected from IT are unlikely to emerge automatically.
Any benefits sought must be identified along with the changes in
ways of working to bring about and sustain each of the benefits.
Means to Achieve Changes
Evaluate overall vision
for the new digital solution
Ways to Achieve Changes
Evaluate the new ways of doing business
and the benefits this will deliver
Results of Changes
Evaluate how fostering and realizing
business benefits will come through
structured change
Benefits
Identification
Business
Case
Benefits
Planning
Project
Delivery
User
Adoption
Value
Creation
Benefits
Extension
Benefits
Fulfillment

BUILDING INTERNAL CONTROL FRAMEWORK
We will recommend internal controls.
• Where should we focus our attention?
• What IT-related domains should be controlled?
• What controls should comprise each domain?

EXECUTIVE AGREEMENT ON ROLE OF IT
Align with management’s active design of IT Governance around
the business’ objectives and performance goals.
•Strategic Aims
•Stewardship
•IT Reliance
•Firm Performance
•Economic Life & Reward
•Strategic Aims
•Stewardship
•IT Reliance
•Firm Performance
Corporate GovernanceCorporate Governance
•Strategic Aims
•Stewardship
•IT Reliance
•Firm Performance
Corporate Governance
•Financial Objectives
•Customer Needs
•Process Improvements
•Organizational Learns
•Customer Needs
Performance MgmtPerformance Mgmt
•Customer Needs
Performance Mgmt
•Service Levels
•Resource Profiles
•Workforce Planning
•Learning & Development
•Service Levels
Resource ManagementResource Management
•Service Levels
Resource Management
•Risk Transparency
•Risk Delegation
•Risk Control
•Operational Risk
•Risk Delegation
•Risk Control
•Operational Risk
Risk ManagementRisk Management
•Risk Delegation
•Risk Control
•Operational Risk
Risk Management
•Strategic Importance
•Environmental Context
•Financial Planning
•IT Capabilities
•IT Resources
•IT Capabilities
•IT Resources
Strategic AlignmentStrategic Alignment
•IT Capabilities
•IT Resources
Strategic Alignment
•Regulatory Compliance
•Internal Controls
•IT Security
•Compliance Policies
•IT Security
IT ComplianceIT Compliance
•IT Security
IT Compliance
IT
Governance
Executive Agreement
on the Role of IT

TOP-DOWN BOTTOM-UP PROCESS
Proper integration of management and support functions must be
considered when creating the assessment framework
Project Work
and Resource
Authorizations
Change
Requirements
and Risk Mitigates
Performance
Measurements
Corporate
Risk Management
Service Levels
and
Finished Products
Professional and
Operational
Services
Investment
Management
IT Strategy,
Vision, and
Action Plans
Program
Health Updates
Benefits
Realization
Time-Sensitive
Growth / Recovery
Strategies
IT
Governance
IT
Services
Project
Portfolio
Management
Corporate
Governance
Top-Down
Evaluation & Direction
Bottom-Up
Monitoring & Reporting

HOLISTIC VIEW
Encompassing these arrangements to create a holistic view of the
governance, management, and use of IT
Business
Strategy
Organization
Structures
Digital
Business
Models
IT Asset
Portfolios
Performance
and Change
Metrics
IT Service
Valuation
IT Risk
Management
IT Compliance
Security
Governance
IT Service
Strategy
IT Long-term
Strategy
Portfolio &
Project Delivery
Operations
Benefits
Realization
Architecture
Strategic Alignment
Financial Performance
Risk & Compliance
Grow & Transform
Service Management
Delivery Management

STRATEGIC ALIGNMENT
Business Strategy Digital Business Models Organization Structures
• Clear alignment is visible
between Corporate and IT
Strategy.
• Business strategy changes
are understood, documented
and approved with their
impact on IT communicated.
• Good relationships and
communication channels
exist between the business
and IT.
• Business stakeholders are
aware of technology-
enabled opportunities.
• Business plans, operating
models and requirements
are understood, documented
and approved with their
impact on IT communicated.
• Impacts of expected future
demand are understood and
built into IT planning.
• Strategic decision-making
model for IT is effective and
aligned with the
organization’s internal and
external environment and
stakeholder requirements.
• The governance system &
bodies for IT are
implemented and operating
effectively.
• Organizational structures
are aligned with strategic
value drivers.
• The resource needs of the
organization are met with
the right capabilities.
• Resources are allocated to
best meet the overall
business priorities within
budget constraints.
• Optimal use of resources is
achieved throughout their
full economic life cycles.

FINANCIAL PERFORMANCE
IT Service Valuation IT Asset Portfolio
Performance &
Change Metrics
• Processes are measured
against agreed-on goals
and metrics.
• Goals and metrics are
approved by the
stakeholders.
• Owners are assigned and
held accountable.
• Investment decisions are
linked to value that can be
tracked.
• An appropriate investment
mix is defined and aligned
with business strategy.
• Program business cases
are evaluated and
prioritized before funds are
allocated.
• Sources of investment
funding are identified and
available.
• Current accounting
evaluation process for
justifying an IT investment is
sufficient for managing
investment risk.
• Returns are measured
across the economic life of
the investment.
• Performance measures
include profitability,
productivity and
effectiveness.
• Goals and metrics are
integrated within the
organization’s monitoring
systems.
• Process reporting on
performance and
conformance is useful and
timely.

RISK & COMPLIANCE
IT Risk Management IT Compliance Security Governance
• Risk appetite is defined at
the organizational level and
cascaded to IT.
• Risk thresholds are defined
and communicated while
key IT-related risks are
known.
• The organization is
managing critical IT-related
risk to the business
effectively and efficiently.
• IT-related risk does not
exceed risk appetite and the
impact of IT risk to business
value is identified and
managed.
• All compliance obligations
are identified.
• Compliance obligations are
adequately addressed.
• The organization seeks to
proactively manage
compliance obligations
through the use of
technology.
• Network and
communications security
meet business needs.
• Information processed on,
stored on and transmitted by
endpoint devices is
protected.
• All users are uniquely
identifiable and have access
rights in accordance with
their business role.
• Physical measures have
been implemented to protect
information from
unauthorized access,
damage and interference
when being processed,
stored or transmitted.
• Electronic information is
properly secured when
stored, transmitted or
destroyed.

GROW & TRANSFORM
IT Long-term Strategy
Portfolio &
Project Delivery
Benefits Realization
• Business value is created
through the qualification and
staging of the most
appropriate advances and
innovations in technology, IT
methods and solutions.
• Business objectives are met
with improved quality
benefits and/or reduced cost
as a result of the
identification and
implementation of innovative
solutions.
• Innovation is promoted and
enabled and forms part of
the business culture.
• As solutions are developed
the business case is
updated to reflect any
changes.
• A comprehensive and
accurate view of the
investment portfolio(s)
performance exists.
• Investment program
changes are reflected in the
relevant IT service, asset
and resource portfolios.
• Robust project and program
management practices.
• Transparency into project
and program progress.
• The business is securing
optimal value from its
portfolio of approved IT-
enabled initiatives, services
and assets.
• Optimal value is derived
from IT investment through
effective value management
practices in the business.
• Individual IT-enabled
investments contribute
optimal value.
• Benefits have been realized
due to benefits
management.

SERVICE MANAGEMENT
IT Service Strategy IT Operations IT Architecture
• All aspects of the service
strategy are aligned with the
broader corporate strategy.
• The IT strategy is cost-
effective, appropriate,
realistic, achievable,
business-focused and
balanced.
• Clear and concrete short-
term goals can be derived
from, and traced back to,
specific long-term initiatives,
and can then be translated
into operational plans.
• IT is a value driver for the
business.
• There is awareness of the
service strategy and a clear
assignment of accountability
for delivery.
• Achieve effectiveness and
efficiency in the delivery and
support of services.
• Strategic objectives are
ultimately realized through
service operations.
• Stability in service
operations is maintained,
allowing for changes in
design, scale, scope, and
service levels.
• The architecture and
standards are effective in
supporting the business.
• A portfolio of business
architecture services
supports agile business
change.
• Appropriate and up-to-date
domain and/or federated
architectures exist that
provide reliable architecture
information.
• A common business
architecture framework and
methodology as well as an
integrated architecture
repository are used to
enable re-use efficiencies
across the business.

EXECUTING THE AUDIT
• Is your audit approach risk-based?
• What is the workflow for the audit?
• How should risks be classified?
• Who should participate in the audit?
• What information should be requested?

EXECUTING THE AUDIT
AUDIT APPROACH
Take a consultative approach to assuring IT Governance.
Assess
Assess your capability
and maturity with a
wide range of industry
standards and best
practice frameworks
Evaluate
Measure your
performance in order
to establish your
current baseline
Benchmark
Compare your direction
with that of your peers
using extensive global
benchmarking data
• Alignment
• Value
• Risk
• Resource
• Performance
• Evaluate execution
management
• Organizational
structures
• Governing
processes
• Relational
mechanisms
• Maturity models
• IT strategies
• Digital business
designs
• IT investment
areas and levels
Recommend
Provide practical
recommendations for
your consideration and
selection for making
improvements
• Decision rights &
accountability
• Process maturity
• Performance
ratios
• Priorities

EXECUTING THE AUDIT
AUDIT APPROACH, CONTINUED
Step 1 – Assess
Conduct an assessment through
executive and senior
management and business leader
interviews, roundtables, and
surveys and examine
documentation to compare IT
practices against the framework
in the areas of alignment, value,
risk, resource, and performance.
Analyse critical IT practices and
prioritize risk to communicate the
risk exposure based on stated
objectives.
The key to assuring IT is to
understand the culture and
priorities in both the business and
IT; this will ensure that IT is
aligned with the overall business
strategy, and that the IT strategy
drives controls, policies, budgets,
risk tolerance, and service levels.
Step 2 – Evaluate/Compare
Leverage the results of Step 1 to
evaluate and define the current
condition of IT practice indicators
that will be used to assess
achievement of the expectations
expressed in the IT Governance
framework.
Continue this evaluation by
comparing your direction with that
of your peers using extensive
global benchmarking data.
[Optional]
Step 3 – Recommend
Through the analysis of strengths
and weaknesses, the prior steps
provide the information to prepare
practical recommendations and
actions to improve the outcomes
and performance of enterprise IT.
Throughout the assessment,
provide improvement
recommendations based on the
evaluation documentation and
discussions with executive and
senior management. At any time
you identify an item that requires
immediate attention by
management, communicate such
item.

EXECUTING THE AUDIT
AUDIT WORKFLOW
Tasks / Milestones Duration
Project Start-up / Finalize Statement of Work Week 1 – Week 2
1. Kick-off Meeting
2. Begin Scheduling Interviews
3. Publish Initial Information Request
4. Establish Goals, Objectives, and Drivers for Assessment
5. Determine Comparison Baselines from Past IT Audits / Changes
6. Propose Custom Framework for Assessment
7. Obtain Approval for Proposal, Timeline, and Initial Resources
8. Establish Assessment Infrastructure to Coordinate Activities
9. Publish Goals and Guiding Principles of Assessment
10. Update Interview Calendar
11. Launch Assessment

EXECUTING THE AUDIT
AUDIT WORKFLOW, CONTINUED
Tasks / Milestones Duration
Perform Assessment Week 3 – Week 4
1. Finalize Categories / Process Areas for Custom Framework
2. Build Custom Framework
3. Publish Updated Information Request
4. Conduct Assessment and Characterize Current Practice
5. Develop Audit Themes and Begin Socializing with Senior Management
6. Develop Recommendations and Document Results
7. Identify Improvement Strategy and Priorities
Prepare / Deliver Draft Report Week 5 – Week 5
Prepare / Deliver Final Report Week 6 – Week 6
Plan Improvement (Optional) Week 7 – Week 8
1. Understand Short-/Long-Term Planned Improvement Efforts
2. Identify Roles/Responsibilities of Improvement/Audit Programs
3. Reconcile Existing/Planned Improvements with the Assessment Baseline
4. Prepare Performance Measurement Plan
5. Create Strategic Improvement Program

EXECUTING THE AUDIT
CLASSIFY IT RISK
Factor IT Risk within the ERM process to help ensure IT decision-
makers know how much IT Risk is acceptable.
Significance
Likelihood
10
98
7
6
5
4
3
2
1
11
12
13
14
15
1. Enterprise IT Strategy
2. Digital Business Designs
3. Organizational Structures
4. Enterprise Architecture
5. IT Service Valuation
6. IT Investment Portfolios
7. IT Performance
8. IT Risk Management
9. IT Compliance
10. Security Governance
11. Service Strategy
12. Project Delivery
13. Benefits Realization
14. IT Operations
15. Price Performance

EXECUTING THE AUDIT
IDENTIFYING PARTICIPANTS
Technology
• Heads IT Operations
• Heads IT Development
• Chief Technology Officer
• Chief Architect
• Chief Information Officer
• Chief Information Security Officer
• Heads IT PMOs
Business
• Chief Risk Officer
• Business Leaders
• Chief Financial Officer
• IT Spokesperson on the Board
• Heads Enterprise PMO
Survey
• Frontline and Middle Management
The audit involves executives, senior management, and business
leader interviews and possibly surveying frontline and business
management.

EXECUTING THE AUDIT
INFORMATION REQUESTS
• IT strategy documentation
• IT scorecards
• IT policies
• IT financial management documentation, including: financing and budgeting,
asset management, contract management, and resource plans
• Service level agreements (SLAs)
• Any utilized governance or maturity frameworks and models
• IT compliance and training requirements
• Governance processes documentation
The following information should be requested to understand IT
Governance practices:

YOUR SPEAKERS
Steve Beaton
Vice President
Bank Audit Services
Robert Koehler
Director
Risk Assurance Services
Steve is Vice President of Bank Audit Services at
USAA, where he leads audit coverage of bank
operations. Previously he led IT/Security Audit
Services, supporting the full range of engagements
specific to IT/Security. Prior to joining USAA, Steve
was Vice President of IT Audit at Freddie Mac.
Steve is a seasoned internal audit and risk
management executive with diverse leadership
experience within financial services including TD
BankNorth, Fifth Third Bank, Sunlife Financial, and
Bank of Ireland.
Steve holds a bachelor of business administration
from Merrimack College in Massachusetts and a
master’s degree in management of information
technology from the McIntire School of Commerce
at the University of Virginia. He is a Certified Internal
Auditor (CIA), Certified Information Systems Auditor
(CISA) and Certified Financial Services Auditor
(CFSA).
Robert is a Director at PwC. Over the last 30 years, as
a consulting executive and provider, he has purchased,
sold, managed, and delivered extensive global IT
consulting services involving Oracle, SAP, and
Microsoft enterprise software suites. He has led
numerous global business transformations, and the
PMOs, IT asset portfolios, and project management
practices of leading firms. His specialties are in
assuming responsibility for and leading client services
in need of performance gains, improved client relations,
and growth across numerous industries and the
Government.
Robert has earned a M.S. in Management, Project
Management Specialty from Boston University and a
B.S. in Administration and Management from La Roche
College. He holds the professional certifications of
Program Management Professional (PgMP), Project
Management Professional (PMP), and Certified in the
Governance of Enterprise IT (CGEIT).
steven.beaton@usaa.com
(210) 249-1309
robert.j.koehler@us.pwc.com
(505) 417-7689

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