Enabling Processes

Recommendations

Info

Align, Plan and Organise APO05 RACI Chart 74 : ENABLING PROCESSES Chief Executive Officer Chief Financial Officer Chief Operating Officer Business Executives Business Process Owners Strategy Executive Committee �� Board Key Management Practice APO05.01 Establish the target investment mix. APO05.02 A R R C I C C C C C C Determine the availability and sources of funds. APO05.03 C A R C R Evaluate and select programmes to fund. APO05.04 C A R R R R R C Monitor, optimise and report on investment portfolio performance. I C C C C C R A C C C C C APO05.05 Maintain portfolios. APO05.06 Manage benefits achievement. APO05 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 I I R C A R R C C C C C C A R I R I C C R C C Management Practice Inputs Outputs APO05.01 Establish the target investment mix. Review and ensure clarity of the enterprise and IT strategies and current services. Define an appropriate investment mix based on cost, alignment with strategy, and financial measures such as cost and expected ROI over the full economic life cycle, degree of risk, and type �� enterprise and IT strategies where necessary. From Description Description To EDM02.02 Investment types and criteria Defined investment mix Internal APO02.05 � �� initiatives � �� initiatives APO06.02 Prioritisation and ranking of IT initiatives APO09.01 Definitions of standard services BAI03.11 Service definitions Activities Head Architect Head Development Head IT Operations Identified resources and capabilities required to support strategy Feedback on strategy and goals Head IT Administration Service Manager Information Security Manager Internal APO02.05 �� enterprise architecture vision, and priorities. 2. Obtain a common understanding between IT and the other business functions on the potential opportunities for IT to drive and support the enterprise strategy. 3. Create an investment mix that achieves the right balance amongst a number of dimensions, including an appropriate balance of short- and long-term returns, financial and non-financial benefits, and high- and low-risk investments. 4. Identify the broad categories of information systems, applications, data, IT services, infrastructure, IT assets, resources, skills, practices, controls and relationships needed to support the enterprise strategy. 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 resources. Identify and leverage synergies that can be achieved. Personal Copy of: Mr. Dong Hong Wang Business Continuity Manager Privacy Officer
CHAPTER 5 COBIT 5 PROCESS REFERENCE GUIDE CONTENTS APO05 Process Practices, Inputs/Outputs and Activities (cont.) Management Practice Inputs Outputs APO05.02 Determine the availability and From Description Description To sources of funds. Determine potential sources of funds, different funding Funding options APO02.05 options and the implications of the funding source on Investment return EDM02.01 the investment return expectations. expectations APO02.04 APO06.02 BAI01.06 Activities 1. Understand the current availability and commitment of funds, the current approved spending, and the actual amount spent to date. 2. Identify options for obtaining additional funds for IT-enabled investments, internally and from external sources. 3. Determine the implications of the funding source on the investment return expectations. Management Practice Inputs Outputs APO05.03 Evaluate and select programmes to fund. From Description Description To Based on the overall investment portfolio mix requirements, evaluate and prioritise programme business cases, and decide on investment proposals. Allocate funds and initiate programmes. EDM02.01 � �� and services portfolios � �� strategic alignment Programme business case APO06.02 BAI01.02 EDM02.02 Investment types and criteria APO03.01 Architecture concept business case and value proposition APO04.04 Proof-of-concept scope and outline business case APO06.02 Budget allocations Business case assessments Selected programmes with ROI milestones APO06.02 BAI01.06 EDM02.01 BAI01.04 APO06.03 � �� APO09.01 Identified gaps in IT services to the business APO09.03 Service level agreements (SLAs) BAI01.02 � �� realisation plan � �� and brief � �� business case Activities 1. Recognise investment opportunities and classify them in line with the investment portfolio categories. Specify expected enterprise outcome(s), all initiatives required to achieve the expected outcomes, costs, dependencies and risk, and how all would be measured. 2. Perform detailed assessments of all programme business cases, evaluating strategic alignment, enterprise benefits, risk and availability of resources. 3. Assess the impact on the overall investment portfolio of adding candidate programmes, including any changes that might be required to other programmes. �� future consideration or provided with some seed funding to determine whether the business case can be improved or discarded. �� milestone. Move the programme into the active investment portfolio. 6. Establish procedures to communicate the cost, benefit and risk-related aspects of these portfolios to the budget prioritisation, cost management and benefit management processes. Personal Copy of: Mr. Dong Hong Wang 75 Align, Plan and Organise
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:
Page 17 and 18:
Page 19 and 20:
CHAPTER 3 THE COBIT 5 PROCESS MODEL
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
Page 71 and 72: APO04 Manage Innovation (cont.) CHA
Page 73: CHAPTER 5 COBIT 5 PROCESS REFERENCE
Page 113 and 114: APO13 Manage Security Process Descr
Page 123 and 124: BAI01 Process Practices, Inputs/Out
Page 125 and 126:
BAI01 Process Practices, Inputs/Out
Page 127 and 128:
Page 129 and 130:
CHAPTER 5 COBIT 5 PROCESS REFERENCE
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177 and 178:
Page 179 and 180:
DSS02 Process Practices, Inputs/Out
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
DSS05 Process Practices, Inputs/Out
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
MEA01 Process Practices, Inputs/Out
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
APPENDIX A MAPPING BETWEEN COBIT 5
Page 219 and 220:
Page 221 and 222:
Page 223 and 224:
Page 225 and 226:
APPENDIX B DETAILED MAPPING ENTERPR
Page 227 and 228:
APPENDIX C DETAILED MAPPING IT-RELA
Page 229 and 230:
Deliver, Service and Support Monito
show all

Enabling Processes

Create successful ePaper yourself

Delete template?

Save as template?