Enabling Processes
Enabling Processes
Enabling Processes
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Align, Plan and Organise<br />
APO05 RACI Chart<br />
74<br />
: ENABLING PROCESSES<br />
Chief Executive Officer<br />
Chief Financial Officer<br />
Chief Operating Officer<br />
Business Executives<br />
Business Process Owners<br />
Strategy Executive Committee<br />
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Board<br />
Key Management Practice<br />
APO05.01<br />
Establish the target<br />
investment mix.<br />
APO05.02<br />
A R R C I C C C C C C<br />
Determine the availability and<br />
sources of funds.<br />
APO05.03<br />
C A R C R<br />
Evaluate and select programmes<br />
to fund.<br />
APO05.04<br />
C A R R R R R C<br />
Monitor, optimise and<br />
report on investment<br />
portfolio performance.<br />
I C C C C C R A C C C C C<br />
APO05.05<br />
Maintain portfolios.<br />
APO05.06<br />
Manage benefits achievement.<br />
APO05 Process Practices, Inputs/Outputs and Activities<br />
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Chief Risk Officer<br />
Chief Information Security Officer<br />
Architecture Board<br />
Enterprise Risk Committee<br />
Head Human Resources<br />
Compliance<br />
Audit<br />
Chief Information Officer<br />
I I R C A R R C C C<br />
C C C A R I R I C C R C C<br />
Management Practice Inputs Outputs<br />
APO05.01 Establish the target investment mix.<br />
Review and ensure clarity of the enterprise and IT<br />
strategies and current services. Define an appropriate<br />
investment mix based on cost, alignment with strategy,<br />
and financial measures such as cost and expected ROI<br />
over the full economic life cycle, degree of risk, and type<br />
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enterprise and IT strategies where necessary.<br />
From Description Description To<br />
EDM02.02 Investment types<br />
and criteria<br />
Defined investment mix Internal<br />
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initiatives<br />
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initiatives<br />
APO06.02 Prioritisation and ranking<br />
of IT initiatives<br />
APO09.01 Definitions of<br />
standard services<br />
BAI03.11 Service definitions<br />
Activities<br />
Head Architect<br />
Head Development<br />
Head IT Operations<br />
Identified resources and<br />
capabilities required to<br />
support strategy<br />
Feedback on strategy<br />
and goals<br />
Head IT Administration<br />
Service Manager<br />
Information Security Manager<br />
Internal<br />
APO02.05<br />
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enterprise architecture vision, and priorities.<br />
2. Obtain a common understanding between IT and the other business functions on the potential opportunities for IT to drive and support the<br />
enterprise strategy.<br />
3. Create an investment mix that achieves the right balance amongst a number of dimensions, including an appropriate balance of short- and long-term<br />
returns, financial and non-financial benefits, and high- and low-risk investments.<br />
4. Identify the broad categories of information systems, applications, data, IT services, infrastructure, IT assets, resources, skills, practices, controls and<br />
relationships needed to support the enterprise strategy.<br />
5. Agree on an IT strategy and goals, taking into account the inter-relationships between the enterprise strategy and the IT services, assets and other<br />
resources. Identify and leverage synergies that can be achieved.<br />
Personal Copy of: Mr. Dong Hong Wang<br />
Business Continuity Manager<br />
Privacy Officer