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It governance & cobit 5

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- COBIT 5 กับการวางแผนกลยุทธ์
- IT governance & Cobit5

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It governance & cobit 5

  1. 1. Dr. Santipat ArunthariChief Technology officer (CTO) PTT ICT Solutions
  2. 2.  Governance COBIT 4.1 to COBIT 5.0 How to use COBIT 5.0
  3. 3.  Governance is the process of decision- making and the process by which decisions are implemented (or not implemented) – directed and controlled.
  4. 4.  Governance is the process of decision- making and the process by which decisions are implemented (or not implemented) – directed and controlled.  What  for whom  How
  5. 5.  Governance is about meeting strategic objectives (performance) …
  6. 6.  Governance is about meeting strategic objectives (performance) … ◦ Directing the business ◦ Setting strategic aims
  7. 7.  Governance is about meeting strategic objectives (performance) …
  8. 8.  Governance is about meeting strategic objectives (performance) … • Programs achieve their intended results, • Resources are used consistent with agency mission,
  9. 9.  Governance is about meeting strategic objectives (performance) while meeting legal and regulatory, contractual and other obligatory requirements often supported by policies (conformance). • Programs and resources are protected from waste, fraud, and mismanagement, • Laws and regulations are followed, and
  10. 10.  Governance is about meeting strategic objectives (performance) while meeting legal and regulatory, contractual and other obligatory requirements often supported by policies (conformance).
  11. 11.  Governance is the process of decision- making and the process by which decisions are implemented (or not implemented) – directed and controlled.
  12. 12. ITG Best Practices & Standards• COBIT• COSO• ITIL/ISO20000• ISO 27001• CMMI• PMBOK/Prince2• TOGAF• ISO17799
  13. 13. 15
  14. 14. Strategic Focuses on ensuring the linkage of business and IT plans; on defining, maintaining and validating the IT value proposition;alignment and on aligning IT operations with enterprise operations Is about executing the value proposition throughout the delivery cycle, ensuringValue delivery that IT delivers the promised benefits against the strategy, concentrating on optimising costs and proving the intrinsic value of IT Is about the optimal investment in, and the proper management of, critical ITResource resources: applications, information, infrastructure and people. Key issuesmanagement relate to the optimisation of knowledge and infrastructure. Requires risk awareness by senior corporate officers, a clear understanding ofRisk management the enterprise’s appetite for risk, understanding of compliance requirements, transparency about the significant risks to the enterprise, and embedding of risk management responsibilities in the organisationPerformance Tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery, using, for example,measurement balanced scorecards that translate strategy into action to achieve goals measurable beyond conventional accounting
  15. 15. COBIT 4.1 to COBIT 5.0
  16. 16. Linking Business Goals toIT Goals and Processes
  17. 17. 1. New Principles2. Increased Focus on Enablers3. New Process Reference Model4. New and Modified Processes5. Practices and Activities6. Goals and Metrics7. Inputs and Outputs8. RACI Charts9. Process Capability Maturity Models and Assessments
  18. 18.  COBIT 5 helps enterprises to create optimal value from IT by maintaining a balance between realizing benefits and optimizing risk levels and resource use.
  19. 19. 1. New Principles2. Increased Focus on Enablers3. New Process Reference Model4. New and Modified Processes5. Practices and Activities6. Goals and Metrics7. Inputs and Outputs8. RACI Charts9. Process Capability Maturity Models and Assessments
  20. 20. 1. New Principles2. Increased Focus on Enablers3. New Process Reference Model4. New and Modified Processes5. Practices and Activities6. Goals and Metrics7. Inputs and Outputs8. RACI Charts9. Process Capability Maturity Models and Assessments
  21. 21. • APO03 Manage enterprise architecture.• APO04 Manage innovation.• APO05 Manage portfolio.• APO06 Manage budget and costs.• APO08 Manage relationships.• APO13 Manage security.• BAI05 Manage organizational change enablement.• BAI08 Manage knowledge.• BAI09 Manage assets.• DSS05 Manage security service.• DSS06 Manage business process controls.
  22. 22. 1. New Principles2. Increased Focus on Enablers3. New Process Reference Model4. New and Modified Processes5. Practices and Activities6. Goals and Metrics7. Inputs and Outputs8. RACI Charts9. Process Capability Maturity Models and Assessments
  23. 23. 1. New Principles2. Increased Focus on Enablers3. New Process Reference Model4. New and Modified Processes5. Practices and Activities6. Goals and Metrics7. Inputs and Outputs8. RACI Charts9. Process Capability Maturity Models and Assessments
  24. 24. Source: COBIT® 4.1, page 39. © 2007 IT Governance Institute® All rights reserved.Source: COBIT® 5: Enabling Processes , page 31. © 2012 ISACA® All rightsreserved. 35
  25. 25. Financial:• 01 Alignment of IT and business strategy
  26. 26. Santipat Arunthari, Ph.D.Chief Technology Officer (CTO)PTT ICT Solutions Company LimitedEnergy Complex, Building A, 4th Floor,555/1 Vibhavadi Rangsit RoadChatuchak, Bangkok, 10900 Mobile: +66 (0) 8-66173000"If you are not thinking and acting strategically,then you are merely following orders and responding to pressure.“Date: 22/8/2555 56

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