itsmf 2013 global survey & cobit
DESCRIPTION
Presented by Goh Boon Nam, Chief of New Initiatives & Strategic Planning, NUS-ISS at itSMF Annual General Meeting.TRANSCRIPT
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(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
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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
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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
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Global Survey – Which Countries / Regions Participated?
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Mainly developed countriesLikely more mature in ITSM practices
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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
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ITIL Process Implementation –2010 Global Average
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(Nb: 4 means fully implemented and 0 means not implemented and no plans to implement)
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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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(Nb: 4 means fully implemented and 0 means not implemented and no plans to implement)
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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
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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
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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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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
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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
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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
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Domain BAI - Build, Acquire & Implement
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Build, Acquire & Implement
(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
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IT Strategy / Innovation / Ent. Architecture / Portfolio Management
BAI Relationship with APO
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Build, Acquire & Implement
(BAI)
Align, Plan & Organise
(APO)
Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.
Pre-Project Development Production
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(Tactical)
(Strategic)
ITOngoing
Management
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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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Nb: Bold headings are author’s own categorisation & are not part of COBIT
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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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Nb: Bold headings are author’s own categorisation & are not part of COBIT
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DSS Relationship with BAI & APO
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IT Systems Devt Life Cycle Mgt
Support ProcessesKnowledge, Assets, Configuration
Requirements & Feasibility
Design & Build
Test & Implement
Manage ChangesIT & Organisational
Build, Acquire &
Implement(BAI)
Align, Plan & Organise
(APO)
Deliver, Service &
Support (DSS)Service
Operations
IT Strategy / Innovation / Ent. Architecture / Portfolio Management
Programme Management
(Generic) Project Management
Pre-Project Development Production
Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.
ITOngoing
Management
(Strategic)
(Tactical)
(Operational)
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COBIT Domains – Monitor, Evaluate & Assess
Monitor, Evaluate and Assess ■ Performance & Conformance■ System of Internal Control■ Compliance with External Requirements
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Nb: Bold headings are author’s own categorisation & are not part of COBIT
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MEA Relationship with APO / BAI / DSS
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IT Systems Devt Life Cycle Mgt
Support ProcessesKnowledge, Assets, Configuration
Requirements & Feasibility
Design & Build
Test & Implement
Manage ChangesIT & Organisational
Build, Acquire &
Implement(BAI)
Align, Plan & Organise
(APO)
Deliver, Service &
Support (DSS)Service
Operations
IT Strategy / Innovation / Ent. Architecture / Portfolio Management
Programme Management
(Generic) Project Management
Pre-Project Development Production
Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.
ITOngoing
Management
Measure, Evaluate
&Assess
Measure, Evaluate & Assess (MEA)
(Strategic)
(Tactical)
(Operational)
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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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Nb: Bold headings are author’s own categorisation & are not part of COBIT
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Governance Relationship To Management
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IT Systems Devt Life Cycle Mgt
Support ProcessesKnowledge, Assets, Configuration
Requirements & Feasibility
Design & Build
Test & Implement
Manage ChangesIT & Organisational
Build, Acquire &
Implement(BAI)
Align, Plan & Organise
(APO)
Deliver, Service &Support (DSS)
Service Operations
IT Strategy / Innovation / Ent. Architecture / Portfolio Management
Programme Management
(Generic) Project Management
Pre-Project Development Production
Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.
ITOngoing
Management
Measure, Evaluate
&Assess
Measure, Evaluate & Assess (MEA)
(Strategic Mgt)
(Tactical Mgt)
(Operational Mgt)
(Governance)Monitor
Evaluate
Direct
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COBIT – IT Governance & IT Management Best-Practice Framework
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IT Systems Devt Life Cycle Mgt
Support ProcessesKnowledge, Assets, Configuration
Requirements & Feasibility
Design & Build
Test & Implement
Manage ChangesIT & Organisational
Build, Acquire &
Implement(BAI)
Align, Plan & Organise
(APO)
Deliver, Service &Support (DSS)
Service Operations
IT Strategy / Innovation / Ent. Architecture / Portfolio Management
Programme Management
(Generic) Project Management
Pre-Project Development Production
Nb: Above is NOT part of COBIT. Used only to help in explaining the relationships within COBIT.
ITOngoing
Management
Measure, Evaluate
&Assess
Measure, Evaluate & Assess (MEA)
(Strategic Mgt)
(Tactical Mgt)
(Operational Mgt)
(Governance)Monitor
Evaluate
Direct
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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
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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
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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
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COBIT Process Details – Process-Related Metrics
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Example - from Manage Programmes and Projects process
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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
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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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The End
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