Enabling Processes

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