"Subclassing and Composition – A Pythonic Tour of Trade-Offs", Hynek Schlawack
Balanced Scorecards IT Management
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2. Ronald Saull - Information Services Divisions of Great-West Life, London Life, Investors Group
3. Steven De Haes - University of Antwerp Management School (UAMS) With thanks to R. Basham and M. Impey, there for me from the start.
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5. The BSC was created to provide an understanding of how intangible assets are used to create value. It measures performance from 3 leading perspectives - customers, internal processes and learning & growth – in addition to the traditional financial measures that describe value creation after it happens
6. Introduced by Kaplan and Norton in 1992 in response to their belief that the execution of strategy is the corporate challenge of our time
7. IT Service Provider or Strategic Partner As Is To Be Service provider Strategic Partner IT for efficiency IT for business growth Budgets driven by external benchmarks Budgets driven by business strategy IT separable from the business IT inseparable from the business IT seen as an expense control IT seen as an investment to manage IT managers as technical experts IT managers are business problem solvers
8. Scorecard Perspective & Mission Customer Orientation Corporate Contribution Perspective question Perspective question How should IT appear to business unit executives to be considered effective in delivering services How should IT appear to company executives & its corporate functions to be considered a significant contributor to company success Mission Mission Supplier of choice for all information services, directly & indirectly through supplier relations Business objectives enabler & contributor via effective delivery of value added i-services Operational Excellence Future Orientation Perspective question Perspective question Which services & processes must IT excel at to satisfy stakeholders & clients IT to develop effective delivery & continuous performance enhancement Mission Mission Deliver timely & effective IT services @ targeted service level & costs Continuous performance improvement through innovation, learning & growth
20. Organisations will consider and use a variety of IT models, standards and best practices. These must be understood in order to consider how they can be used together, with C OBI T acting as the consolidator (‘umbrella’). C OBI T ISO 9000 ISO 17799 ITIL COSO WHAT HOW SCOPE OF COVERAGE CobiT alongside other Management Frameworks
21. IT Governance, COSO and CobiT focus areas Enterprise Governance IT Governance Best Practice Standards QA Procedures Processes and Procedures Drivers ITIL
22. Where do BSC’s fit in Governance PERFORMANCE: Business Goals CONFORMANCE Basel II, Sarbanes- Oxley Act, etc. Enterprise Governance IT Governance ISO 9001:2000 ISO 17799 ISO 20000 Best Practice Standards QA Procedures Processes and Procedures Drivers C OBI T COSO Security Principles ITIL Balanced Scorecard
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24. Track 1, Example Business goals to IT goals to IT Processes AI 7 Install and Accredit Solutions and Changes - Appendix 1 - p. 169
25. Mapping to CobiT v 4.1 from Appendix 1 - p. 169 AI 7 Install and Accredit Solutions and Changes
30. The RACI Chart CobiT's Who does What As applied to AI7 - Install & Accredit Solutions & Change In this instance, Head of Development is both Accountable and Responsible regarding system conversion and integration tests on the test environment
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33. Amount of rework after implementation due to inadequate acceptance testing
88. Opportunity Template Management Area Affected Detailed Description Quantifiable Benefit Strategic Benefit Risks of Implementing Risk of Not Implementing Groups Impacted
In this paper, the development and implementation of an IT BSC within the Information Services Division (ISD) of a Canadian tri-company financial group consisting of Great-West Life, London Life and Investors Group (hereafter named The Group) is described and discussed. We use an IT BSC maturity model (adapted from the capability maturity model developed by the Software Engineering Institute) to determine the maturity level of the IT BSC under review. An important conclusion of the paper is that an IT BSC must go beyond the operational level and must be integrated across the enterprise in order to generate business value. This can be realized through establishing a linkage between the business balanced scorecard and different levels of IT balanced scorecards and through the definition of clear cause-and-effect relationships between outcome measures and performance drivers throughout the whole scorecard.
![Balanced Scorecards As Management Toolkit Sourced from ITGI’s Introductory CobiT Presentation, ISACA’s Implementing CobiT for IT Management & Governance, CobiT IT Governance Implementation, IT Assurance and Val IT guides & frameworks and rooted in “ Linking the IT Balanced Scorecard to the Business Objectives at a Major Canadian Financial group” by ,[object Object]](https://image.slidesharecdn.com/mssbalanced-scorecard-metrics7-1229257337003715-1/85/cobit-val-it-balanced-scorecards-1-320.jpg)
