Enabling Processes

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Build, Acquire and Implement BAI05 RACI Chart 146 : ENABLING PROCESSES Chief Executive Officer Chief Financial Officer Chief Operating Officer Business Executives Business Process Owners Strategy Executive Committee �� Board Key Management Practice BAI05.01 Establish the desire to change. BAI05.02 R A C C R C R R C R C C R C C C C C C Form an effective implementation team. I I C A C C R R C C C R R C C C C C C BAI05.03 Communicate desired vision. BAI05.04 A C C R I R I I I I I I R I I I I I I I I Empower role players and identify short-term wins. R A C C R C R C C R C C C C C C C BAI05.05 Enable operation and use. C A R R R C R R R R R R BAI05.06 Embed new approaches. R R R A R R R C R R R R R R BAI05.07 Sustain changes. R R R R A R R R C R R R R R R BAI05 Process Practices, Inputs/Outputs and Activities Chief Risk Officer Chief Information Security Officer Architecture Board Enterprise Risk Committee Head Human Resources Compliance Audit Chief Information Officer Management Practice Inputs Outputs BAI05.01 Establish the desire to change. Understand the scope and impact of the envisioned �� change. Identify actions to motivate stakeholders to accept and want to make the change work successfully. From Description Description To APO11.03 Results of quality of service, including customer feedback BAI02.01 � �� criteria from stakeholders � �� repository Head Architect Head Development Head IT Operations Head IT Administration Communications of drivers for change Communications from executive management committing to change Service Manager Information Security Manager Internal Internal BAI02.03 � �� register BAI03.01 Approved high-level design specification BAI03.02 Approved detailed design specification Activities 1. Assess the scope and impact of the envisioned change, the various stakeholders who are affected, the nature of the impact on and involvement required from each stakeholder group, and the current readiness and ability to adopt the change. 2. Identify, leverage and communicate current pain points, negative events, risk, customer dissatisfaction and business problems, as well as initial benefits, future opportunities and rewards, and competitor advantages, as a foundation for establishing the desire to change. 3. Issue key communications from the executive committee or CEO to demonstrate the commitment to the change. 4. Provide visible leadership from senior management to establish direction and to align, motivate and inspire stakeholders to desire the change. Personal Copy of: Mr. Dong Hong Wang Business Continuity Manager Privacy Officer
BAI05 Process Practices, Inputs/Outputs and Activities (cont.) CHAPTER 5 COBIT 5 PROCESS REFERENCE GUIDE CONTENTS Management Practice Inputs Outputs BAI05.02 Form an effective implementation team. Establish an effective implementation team by assembling appropriate members, creating trust, and establishing common goals and effectiveness measures. From Description Description To BAI02.01 Confirmed acceptance criteria from stakeholders Implementation team and roles BAI01.04 Common vision and goals BAI01.02 Activities 1. Identify and assemble an effective core implementation team that includes appropriate members from business and IT with the capacity to spend the required amount of time and contribute knowledge and expertise, experience, credibility and authority. Consider including external parties such as consultants to provide an independent view or to address skill gaps. Identify potential change agents within different parts of the enterprise with whom the core team can work to support the vision and cascade changes down. 2. Create trust within the core implementation team through carefully planned events with effective communication and joint activities. 3. Develop a common vision and goals that support the enterprise objectives. Management Practice Inputs Outputs BAI05.03 Communicate desired vision. From Description Description To Communicate the desired vision for the change in the language of those affected by it. The communication Vision communication plan BAI01.04 should be made by senior management and include the rationale for, and benefits of, the change, the impacts of not making the change; and the vision, the road map and the involvement required of the various stakeholders. Activities Vision communications BAI01.05 1. Develop a vision communication plan to address the core audience groups, their behavioural profiles and information requirements, communication channels, and principles. 2. Deliver the communication at appropriate levels of the enterprise in accordance with the plan. 3. Reinforce the communication through multiple forums and repetition. 4. Check understanding of the desired vision and respond to any issues highlighted by staff. 5. Make all levels of leadership accountable for demonstrating the vision. Management Practice Inputs Outputs BAI05.04 Empower role players and identify From Description Description To short-term wins. Empower those with implementation roles by ensuring that accountabilities are assigned, providing training, Outside COBIT Enterprise organisational structure Aligned HR performance objectives APO07.04 and aligning organisational structures and HR Identified quick wins BAI01.04 processes. Identify and communicate short-term wins that can be realised and are important from a change enablement perspective. Communications of benefits BAI01.06 Activities 1. Identify organisational structures compatible with the vision; if required, make changes to ensure alignment. 2. Plan the training staff needs to develop the appropriate skills and attitudes to feel empowered. 3. Align HR processes and measurement systems (e.g., performance evaluation, compensation decisions, promoting decisions, recruiting and hiring) to support the vision. 4. Identify and manage leaders who continue to resist needed change. 5. Identify, prioritise and deliver opportunities for quick wins. These could be related to current known areas of difficulty or external factors that need to be addressed urgently. 6. Leverage delivered quick wins by communicating the benefits to those impacted to show the vision is on track. Fine-tune the vision, keep leaders on board and build momentum. Personal Copy of: Mr. Dong Hong Wang 147 Build, Acquire and Implement
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Enabling Processes Personal Copy of
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ACKNOWLEDGEMENTS ISACA wishes to re
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ACKNOWLEDGEMENTS (CONT.) ACKNOWLEDG
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TABLE OF CONTENTS TABLE OF CONTENTS
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LIST OF FIGURES LIST OF FIGURES Fig
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CHAPTER 1 INTRODUCTION CHAPTER 1 IN
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CHAPTER 2. THE GOALS CASCADE AND ME
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CHAPTER 3 THE COBIT 5 PROCESS MODEL
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Enabler Performance Management CHAP
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CHAPTER 4 THE COBIT 5 PROCESS REFER
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CHAPTER 5 COBIT 5 PROCESS REFERENCE
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Generic Guidance for Processes CHAP
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EDM02 Process Practices, Inputs/Out
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EDM03 Process Practices, Inputs/Out
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APO01 Process Practices, Inputs/Out
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APO04 Manage Innovation (cont.) CHA
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MEA01 Process Practices, Inputs/Out
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APPENDIX A MAPPING BETWEEN COBIT 5
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APPENDIX B DETAILED MAPPING ENTERPR
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APPENDIX C DETAILED MAPPING IT-RELA
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Deliver, Service and Support Monito
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