itsmf 2013 global survey & cobit

© 2014 NUS. All Rights Reserved Unless Otherwise Stated.

ATA/Lucid/2010-01-25 MUS/

COBIT as IT Mgt Bst-Prctce Frmwrk.ppt/v1.0

(1) itSMF Intl 2013 Survey results

(2) COBIT as IT Management Best Practice Framework

itSMF Singapore27 Mar 2014

1Please see Acknowledgements & Notices in last few slides




My Organisation Institute of Systems Science www.iss.nus.edu.sg Part of National University of Singapore Support national IT competency development needs Faculty of practitioners from industry with average of

more that 15 years experience each Caters to working IT professionals

■ Post-Graduate Programmes■ Executive Programmes■ Industry Research■ Consulting (CMMI, Enterprise Architecture, BPR, Service

Innovation etc)

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About MyselfChief, New InitiativesITIL Expert, CGEIT, TOGAF 9 Enterprise Architect, CITPM (Senior), COMIT, CBAP, AIIM BPM Master

20 years of IT management experience Process Improvement Enterprise Architecture and Planning Application Development IT Operations

Consultancy for private and public sector Enterprise Architecture CMMI Strategic IT Planning

Goh Boon NamChief, New InitiativesInstitute of Systems Science

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Global ITSM Practices –How do you compare?

itSMF Intl 2013 Survey results

4Please see Acknowledgements & Notices in last few slides




Finding out how ITSM is implemented around the world

738 respondents from 49 countries/regions

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How does your organisation compare with the global average?

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Image courtesy of watcharakun / FreeDigitalPhotos.net




Global Survey – Which Countries / Regions Participated?

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Mainly developed countriesLikely more mature in ITSM practices




Good mix of organisation sizes

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Why ITSM? Which reason most important to your organisation?

Your top reason for using ITSM?1. Reduce IT costs?2. Improve quality and efficiency of IT services?3. Reduce risks?

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Why ITSM? Which reason most important globally?

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ITIL® Processes - Which is most mature in your organisation?

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How does your organisation compare with the 2013 global average?

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(Nb: 4 means fully implemented and 0 means not implemented and no plans to implement)

ITIL Processes - Implementation Maturity




ITIL Process Implementation –2010 Global Average

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Your tool usage maturity?

Which tool use is most mature?■ Event?■ Incident?■ Problem?■ Change?

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Tool Use Maturity – Global Average

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What was the significant change in ITIL between 2010 survey and 2013 survey?

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2007 Edition 2011 Edition




ITIL SS 2011 Ed – Clearly Defined Processes

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“

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2011 Edition of ITIL – Improvement to Service Strategy?

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Besides ITIL, What Else Useful for ITSM?

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Sought-after Skills for ITSM

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1

23

4

567

8 910

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For Further Information

Full survey report ■ http://www.itsmfi.org/files/itSMF%202013%20

Survey%20Report_0.pdf

Institute of Systems Science■ https://www.iss.nus.edu.sg/

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itSMF Intl 2013 Survey resultsQ&A

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You have gotten your ITIL Expert.

What next as an IT manager?

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Image courtesy of chanpipat / FreeDigitalPhotos.net




COBIT as THE Best Practice Framework for IT Management

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What is COBIT? Control OBjectives for Information and related Technology

International framework from ISACA and IT Governance Institute

Helps maximise value of IT to businesses

Originally, more for monitoring/ audit /risk assessment of IT management processes

Increasingly recognised as comprehensive framework of end-to-end IT Management best practices■ Advises on WHAT to do■ Some high-level of how to do

Currently Version 5

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COBIT - Governance and Management

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Strategic Tactical OperationalNb: Words in green above NOT part of COBIT but added by the author of this presentation.

generally, the responsibility of Board of Directors




COBIT5 Processes

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Align, Plan & Organise

Build, Acquire & Implement

Monitor, Evaluate & Assess

Deliver, Service & Support

• Manage the IT Management Framework

• Manage Strategy• Manage Innovation• Manage Enterprise Architecture

• Manage Portfolio• Manage Budget and Costs• Manage Human Resources• Manage Relationships• Manage Service Agreements• Manage Suppliers• Manage Quality • Manage Risk• Manage Security

• Manage Programmes & Projects

• Manage Requirements Definition

• Manage Solutions Identification and Build

• Manage Availability & Capacity

• Manage Change Acceptance and Transitioning

• Manage Organisational Change Management

• Manage Changes• Manage Knowledge• Manage Assets• Manage Configuration

• Monitor, Evaluate and Assess Performance & Conformance

• Monitor, Evaluate and Assess the System of Internal Control

• Monitor, Evaluate and Assess Compliance with External Requirements

Governance

• Manage Operations• Manage Service Requests & Incidents

• Manage Problems• Manage Continuity • Manage Security Services• Manage Business Process Controls

• Ensure Governance Framework Setting and Maintenance

• Ensure Benefits Delivery• Ensure Risk Optimisation• Ensure Resource Optimisation• Ensure Stakeholder Transparency

Domains Processes




Domain BAI - Build, Acquire & Implement

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Nb: Bold headings are author’s own categorisation & are not part of COBIT

Programmes ■ Manage Programmes (and Projects)

Projects■ Manage (Programmes and) Projects

Requirements■ Manage Requirements Definition■ Manage Availability & Capacity

Design & Build■ Manage Solutions Identification and Build

Test & Implement■ Manage Change Acceptance and Transitioning

Changes■ Manage (IT) Changes■ Manage Organisational Change Management

Supporting Processes■ Manage Knowledge■ Manage Assets■ Manage Configuration




Domain BAI - Build, Acquire & Implement

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(BAI)

Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.

Programme Management

(Generic) Project Management

IT Systems Devt Life Cycle Mgt

Support ProcessesKnowledge, Asset, Configuration

Requirements & Feasibility

Design & Build

Test & Implement

Manage ChangesIT and Organisational




IT Strategy / Innovation / Ent. Architecture / Portfolio Management

BAI Relationship with APO

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(BAI)


(APO)


Pre-Project Development Production




Support ProcessesKnowledge, Asset, Configuration


Design & Build

Test & Implement

Manage ChangesIT and Organisational(Tactical)

(Strategic)

ITOngoing

Management




Domain APO – Align, Plan & Organise Strategy/ Architecture / Portfolio

■ Manage the IT Management Framework■ Manage Strategy■ Manage Innovation■ Manage Enterprise Architecture■ Manage Portfolio

IT Ongoing Management■ Manage Budget and Costs■ Manage Human Resources■ Manage Relationships■ Manage Service Agreements■ Manage Suppliers■ Manage Quality ■ Manage Risk■ Manage Security

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COBIT Domains – Deliver, Service & Support (DSS)

Service Operations■ Manage Operations■ Manage Service Requests &

Incidents■ Manage Problems■ Manage Continuity ■ Manage Security Services■ Manage Business Process

Controls

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DSS Relationship with BAI & APO

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Support ProcessesKnowledge, Assets, Configuration


Design & Build

Test & Implement

Manage ChangesIT & Organisational

Build, Acquire &

Implement(BAI)


(APO)

Deliver, Service &

Support (DSS)Service

Operations






ITOngoing

Management

(Strategic)

(Tactical)

(Operational)




COBIT Domains – Monitor, Evaluate & Assess

Monitor, Evaluate and Assess ■ Performance & Conformance■ System of Internal Control■ Compliance with External Requirements

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MEA Relationship with APO / BAI / DSS

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Design & Build

Test & Implement


Build, Acquire &

Implement(BAI)


(APO)

Deliver, Service &

Support (DSS)Service

Operations






ITOngoing

Management

Measure, Evaluate

&Assess

Measure, Evaluate & Assess (MEA)

(Strategic)

(Tactical)

(Operational)




COBIT Domains – Governance

Monitor, Evaluate & Direct to: ■ Ensure Governance Framework Setting

and Maintenance■ Ensure Benefits Delivery■ Ensure Risk Optimisation■ Ensure Resource Optimisation■ Ensure Stakeholder Transparency

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Governance Relationship To Management

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Design & Build

Test & Implement


Build, Acquire &

Implement(BAI)


(APO)

Deliver, Service &Support (DSS)

Service Operations






ITOngoing

Management

Measure, Evaluate

&Assess


(Strategic Mgt)

(Tactical Mgt)

(Operational Mgt)

(Governance)Monitor

Evaluate

Direct




COBIT – IT Governance & IT Management Best-Practice Framework

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Design & Build

Test & Implement


Build, Acquire &

Implement(BAI)


(APO)

Deliver, Service &Support (DSS)

Service Operations






ITOngoing

Management

Measure, Evaluate

&Assess


(Strategic Mgt)

(Tactical Mgt)

(Operational Mgt)

(Governance)Monitor

Evaluate

Direct




Further Process Details

COBIT provides further details to the Process■ Breakdown of Process

• Process– Management Practices

» Activities

■ RACI for Management Practices■ Inputs-Outputs for each Activity■ Metrics for the overall process

• IT-related• Process-related

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COBIT Process Details – Management Practices

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Manage Programmes and Projects■ Maintain a standard approach for programme and project

management■ Initiate a programme. ■ Manage stakeholder engagement. ■ Develop and maintain the programme plan. ■ Launch and execute the programme■ Monitor, control and report on the programme outcomes. ■ Start up and initiate projects within a programme. ■ Plan projects■ Manage programme and project quality■ Manage programme and project risk■ Monitor and control projects■ Manage project resources and work packages. ■ Close a project or iteration■ Close a programme.

Process

Management Practices




COBIT Process Details – Management Practices and Activities

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Manage Programmes and Projects■ Maintain a standard approach for programme and project management■ Initiate a programme

• Agree on programme sponsorship and appoint a programme board/committee with members who have strategic interest in the programme, have responsibility for the investment decision making, will be significantly impacted by the programme and will be required to enable delivery of the change.

• Confirm the programme mandate with sponsors and stakeholders. Articulate the strategic objectives for the programme, potential strategies for delivery, improvement and benefits that are expected to result, and how the programme fits with other initiatives.

• Develop a detailed business case for a programme, if warranted. Involve all key stakeholders to develop and document a complete understanding of the expected enterprise outcomes, how they will be measured, the full scope of initiatives required, the risk involved and the impact on all aspects of the enterprise. Identify and assess alternative courses of action to achieve the desired enterprise outcomes.

• Develop a benefits realisation plan that will be managed throughout the programme to ensure that planned benefits always have owners and are achieved, sustained and optimised.

• Prepare and submit for in-principle approval the initial (conceptual) programme business case, providing essential decision-making information regarding purpose, contribution to business objectives, expected value created, time frames, etc

• Appoint a dedicated manager for the programme, with the commensurate competencies and skills to manage the programme effectively

• and efficiently.■ Manage stakeholder engagement. ■ …

ProcessManagement Practices

Activities




COBIT Process Details – RACI for Management Practices

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COBIT Process Details – Inputs-Outputs for Each Activity

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COBIT Process Details – IT-Related Metrics

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Example - from Manage Programmes and Projects process




COBIT Process Details – Process-Related Metrics

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Example - from Manage Programmes and Projects process




Other Key Elements of COBIT

PrinciplesEnablers Lifecycle ApproachProcess Capability ModelCOBIT 5 Product Family

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Principles

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Enablers

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Lifecycle Approach

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Process Capability Model

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COBIT 5 Product Family

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COBIT 5 Mapping to Other Frameworks

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Nb: Some of the other frameworks can map to more than one COBIT domain (eg. ITIL/COBIT) but for simplicity, only one domain is mapped here




Q & A

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Acknowledgements for itSMF Global Survey Study carried out

■ with support of the itSMF International Executive Board

■ assistance of Institute of Systems Science, NUS■ advice from Peter Brooks on the 2010 survey ■ review by the itSMF International Publishing

Group Distribution of the survey through

■ the assistance of the various itSMF Chapters ■ the Company Secretary to itSMF International.

Survey data from ■ itSMF members and other participants

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IP Acknowledgements & Notices COBIT® is a registered trade mark of ISACA and the IT Governance Institute CGEIT® is a registered trade mark of ISACA TOGAF is a registered trademark of The Open Group in the United States and

other countries CBAP® is a registered certification mark owned by International Institute of

Business Analysis CISSP is a registered Trademark of (ISC)2 SCRUM Alliance REP SM is a service mark of Scrum Alliance, Inc. PMP is a registered mark of Project Management Institute, Inc. CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon

University ITIL®, PRINCE2®, P3O®, MSP® are registered trade marks of AXELOS

Limited The Swirl logo™ is a trade mark of AXELOS Limited © 2011 NUS unless otherwise stated. The contents of this document may not be

reproduced in any form or by any means, without the written permission of ISS, NUS, other than for the purpose for which it has been supplied




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