Enabling Processes

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18 : ENABLING PROCESSES Figure 7—IT-related Goal Sample Metrics (cont.) BSC Dimension IT-related Goal Metric Financial (cont.) 04 Managed IT-related business risk 05 Realised benefits from IT-enabled investments and services portfolio 06 Transparency of IT costs, benefits and risk Customer 07 Delivery of IT services in line with business requirements 08 Adequate use of applications, information and technology solutions � �� risk assessment � �� life cycle � �� and benefits � �� accuracy of IT financial information � �� technology solutions Internal 09 IT agility � �� Learning and Growth 10 Security of information, processing infrastructure and applications 11 Optimisation of IT assets, resources and capabilities 12 Enablement and support of business processes by integrating applications and technology into business processes 13 Delivery of programmes delivering benefits, on time, on budget, and meeting requirements and quality standards 14 Availability of reliable and useful information for decision making 15 IT compliance with internal policies 16 Competent and motivated business and IT personnel 17 Knowledge, expertise and initiatives for business innovation � �� integration issues � �� integration issues � �� management information � �� was a key factor � �� Personal Copy of: Mr. Dong Hong Wang
CHAPTER 3 THE COBIT 5 PROCESS MODEL CHAPTER 3 THE COBIT 5 PROCESS MODEL Processes are one of the seven enabler categories for governance and management of enterprise IT, as explained in COBIT 5, chapter 5. The specifics for the processes enabler compared to the generic enabler description are shown in figure 8. Enabler Dimension Enabler Performance Management Figure 8—COBIT 5 Enabler: Processes Stakeholders Goals Life Cycle Good Practices �� Generic Practices for Processes ��Process Practices, Activities, Detailed Activities ��W�� A process is defined as ‘a collection of practices influenced by the enterprise’s policies and procedures that takes inputs from a number of sources (including other processes), manipulates the inputs and produces outputs (e.g., products, services)’. The process model shows: � Stakeholders—Processes have internal and external stakeholders, with their own roles; stakeholders and their responsibility levels are documented in charts that show who is responsible, accountable, consulted or informed (RACI). External stakeholders include customers, business partners, shareholders and regulators. Internal stakeholders include board, management, staff and volunteers. � Goals—Process goals are defined as ‘a statement describing the desired outcome of a process. An outcome can be an artefact, a significant change of a state or a significant capability improvement of other processes’. They are part of the goals cascade, i.e., process goals support IT-related goals, which in turn support enterprise goals. Process goals can be categorised as: – Intrinsic goals—Does the process have intrinsic quality? Is it accurate and in line with good practice? Is it compliant with internal and external rules? – Contextual goals—Is the process customised and adapted to the enterprise’s specific situation? Is the process relevant, understandable, easy to apply? – Accessibility and security goals—The process remains confidential, when required, and is known and accessible to those who need it. At each level of the goals cascade, hence also for processes, metrics are defined to measure the extent to which goals are achieved. Metrics can be defined as ‘a quantifiable entity that allows the measurement of the achievement of a process goal. Metrics should be SMART—specific, measurable, actionable, relevant and timely’. Personal Copy of: Mr. Dong Hong Wang �� 19
Page 1 and 2: Enabling Processes Personal Copy of
Page 3 and 4: ACKNOWLEDGEMENTS ISACA wishes to re
Page 5 and 6: ACKNOWLEDGEMENTS (CONT.) ACKNOWLEDG
Page 7 and 8: TABLE OF CONTENTS TABLE OF CONTENTS
Page 9 and 10: LIST OF FIGURES LIST OF FIGURES Fig
Page 11 and 12: CHAPTER 1 INTRODUCTION CHAPTER 1 IN
Page 13 and 14: CHAPTER 2. THE GOALS CASCADE AND ME
Page 15 and 16: CHAPTER 2. THE GOALS CASCADE AND ME
Page 17: CHAPTER 2. THE GOALS CASCADE AND ME
Page 21 and 22: Enabler Performance Management CHAP
Page 23 and 24: CHAPTER 4 THE COBIT 5 PROCESS REFER
Page 25 and 26: CHAPTER 5 COBIT 5 PROCESS REFERENCE
Page 27 and 28: Generic Guidance for Processes CHAP
Page 37 and 38: EDM02 Process Practices, Inputs/Out
Page 41 and 42: EDM03 Process Practices, Inputs/Out
Page 55 and 56: APO01 Process Practices, Inputs/Out
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CHAPTER 5 COBIT 5 PROCESS REFERENCE
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APO04 Manage Innovation (cont.) CHA
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APO05 Process Practices, Inputs/Out
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APO13 Manage Security Process Descr
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BAI01 Process Practices, Inputs/Out
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DSS02 Process Practices, Inputs/Out
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DSS05 Process Practices, Inputs/Out
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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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