It governance & cobit 5
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The document discusses governance and the evolution of COBIT from versions 4.1 to 5.0, noting key changes like new principles, a focus on enablers, a new process reference model, and new/modified processes. It provides an overview of COBIT 5.0's framework for linking business goals to IT goals and processes. The presentation is by Dr. Santipat Arunthari, Chief Technology Officer of PTT ICT Solutions Company Limited.
It governance & cobit 5
- 1. Dr. Santipat Arunthari Chief Technology officer (CTO) PTT ICT Solutions
- 2. Governance COBIT 4.1 to COBIT 5.0 How to use COBIT 5.0
- 3. Governance is the process of decision- making and the process by which decisions are implemented (or not implemented) – directed and controlled.
- 4. Governance is the process of decision- making and the process by which decisions are implemented (or not implemented) – directed and controlled. What for whom How
- 5. Governance is about meeting strategic objectives (performance) …
- 6. Governance is about meeting strategic objectives (performance) … ◦ Directing the business ◦ Setting strategic aims
- 7. Governance is about meeting strategic objectives (performance) …
- 8. Governance is about meeting strategic objectives (performance) … • Programs achieve their intended results, • Resources are used consistent with agency mission,
- 9. Governance is about meeting strategic objectives (performance) while meeting legal and regulatory, contractual and other obligatory requirements often supported by policies (conformance). • Programs and resources are protected from waste, fraud, and mismanagement, • Laws and regulations are followed, and
- 10. Governance is about meeting strategic objectives (performance) while meeting legal and regulatory, contractual and other obligatory requirements often supported by policies (conformance).
- 11. Governance is the process of decision- making and the process by which decisions are implemented (or not implemented) – directed and controlled.
- 14. ITG Best Practices & Standards • COBIT • COSO • ITIL/ISO20000 • ISO 27001 • CMMI • PMBOK/Prince2 • TOGAF • ISO17799
- 15. 15
- 17. Strategic Focuses on ensuring the linkage of business and IT plans; on defining, maintaining and validating the IT value proposition; alignment and on aligning IT operations with enterprise operations Is about executing the value proposition throughout the delivery cycle, ensuring Value delivery that IT delivers the promised benefits against the strategy, concentrating on optimising costs and proving the intrinsic value of IT Is about the optimal investment in, and the proper management of, critical IT Resource resources: applications, information, infrastructure and people. Key issues management relate to the optimisation of knowledge and infrastructure. Requires risk awareness by senior corporate officers, a clear understanding of Risk management the enterprise’s appetite for risk, understanding of compliance requirements, transparency about the significant risks to the enterprise, and embedding of risk management responsibilities in the organisation Performance Tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery, using, for example, measurement balanced scorecards that translate strategy into action to achieve goals measurable beyond conventional accounting
- 20. COBIT 4.1 to COBIT 5.0
- 22. Linking Business Goals to IT Goals and Processes
- 24. 1. New Principles 2. Increased Focus on Enablers 3. New Process Reference Model 4. New and Modified Processes 5. Practices and Activities 6. Goals and Metrics 7. Inputs and Outputs 8. RACI Charts 9. Process Capability Maturity Models and Assessments
- 26. COBIT 5 helps enterprises to create optimal value from IT by maintaining a balance between realizing benefits and optimizing risk levels and resource use.
- 27. 1. New Principles 2. Increased Focus on Enablers 3. New Process Reference Model 4. New and Modified Processes 5. Practices and Activities 6. Goals and Metrics 7. Inputs and Outputs 8. RACI Charts 9. Process Capability Maturity Models and Assessments
- 30. 1. New Principles 2. Increased Focus on Enablers 3. New Process Reference Model 4. New and Modified Processes 5. Practices and Activities 6. Goals and Metrics 7. Inputs and Outputs 8. RACI Charts 9. Process Capability Maturity Models and Assessments
- 31. • APO03 Manage enterprise architecture. • APO04 Manage innovation. • APO05 Manage portfolio. • APO06 Manage budget and costs. • APO08 Manage relationships. • APO13 Manage security. • BAI05 Manage organizational change enablement. • BAI08 Manage knowledge. • BAI09 Manage assets. • DSS05 Manage security service. • DSS06 Manage business process controls.
- 32. 1. New Principles 2. Increased Focus on Enablers 3. New Process Reference Model 4. New and Modified Processes 5. Practices and Activities 6. Goals and Metrics 7. Inputs and Outputs 8. RACI Charts 9. Process Capability Maturity Models and Assessments
- 34. 1. New Principles 2. Increased Focus on Enablers 3. New Process Reference Model 4. New and Modified Processes 5. Practices and Activities 6. Goals and Metrics 7. Inputs and Outputs 8. RACI Charts 9. Process Capability Maturity Models and Assessments
- 35. Source: COBIT® 4.1, page 39. © 2007 IT Governance Institute® All rights reserved. Source: COBIT® 5: Enabling Processes , page 31. © 2012 ISACA® All rights reserved. 35
- 54. Financial: • 01 Alignment of IT and business strategy
- 56. Santipat Arunthari, Ph.D. Chief Technology Officer (CTO) PTT ICT Solutions Company Limited Energy Complex, Building A, 4th Floor, 555/1 Vibhavadi Rangsit Road Chatuchak, Bangkok, 10900 Mobile: +66 (0) 8-66173000 "If you are not thinking and acting strategically, then you are merely following orders and responding to pressure.“ Date: 22/8/2555 56