Parent Process Reference Framework (PRF): COBIT
Align, Plan and Organise domain of COBIT contains the following processes:
|01||Manage the IT management framework.|
|03||Manage enterprise architecture.|
|06||Manage budget and costs.|
|07||Manage human resources.|
|09||Manage service agreements.|
Manage the IT Management framework
Clarify and maintain the governance of enterprise IT mission and vision. Implement and maintain mechanisms and authorities to manage information and the use of IT in the enterprise in support of governance objectives in line with guiding principles and policies.
Provide a consistent management approach to enable the enterprise governance requirements to be met, covering management processes, organisational structures, roles and responsibilities, reliable and repeatable activities, and skills and competencies.
Provide a holistic view of the current business and IT environment, the future direction, and the initiatives required to migrate to the desired future environment. Leverage enterprise architecture building blocks and components, including externally provided services and related capabilities to enable nimble, reliable and efficient response to strategic objectives.
Align strategic IT plans with business objectives. Clearly communicate the objectives and associated accountabilities so they are understood by all, with the IT strategic options identified, structured and integrated with the business plans.
Processes under ITIL Service Strategy
Manage Enterprise Architecture
Establish a common architecture consisting of business process, information, data, application and technology architecture layers for effectively and efficiently realising enterprise and IT strategies by creating key models and practices that describe the baseline and target architectures. Define requirements for taxonomy, standards, guidelines, procedures, templates and tools, and provide a linkage for these components. Improve alignment, increase agility, improve quality of information and generate potential cost savings through initiatives such as re-use of building block components.
Represent the different building blocks that make up the enterprise and their inter-relationships as well as the principles guiding their design and evolution over time, enabling a standard, responsive and efficient delivery of operational and strategic objectives.
Maintain an awareness of information technology and related service trends, identify innovation opportunities, and plan how to benefit from innovation in relation to business needs. Analyse what opportunities for business innovation or improvement can be created by emerging technologies, services or IT-enabled business innovation, as well as through existing established technologies and by business and IT process innovation. Influence strategic planning and enterprise architecture decisions.
Achieve competitive advantage, business innovation, and improved operational effectiveness and efficiency by exploiting information technology developments.
Execute the strategic direction set for investments in line with the enterprise architecture vision and the desired characteristics of the investment and related services portfolios, and consider the different categories of investments and the resources and funding constraints. Evaluate, prioritise and balance programmes and services, managing demand within resource and funding constraints, based on their alignment with strategic objectives, enterprise worth and risk. Move selected programmes into the active services portfolio for execution. Monitor the performance of the overall portfolio of services and programmes, proposing adjustments as necessary in response to programme and service performance or changing enterprise priorities.
Optimise the performance of the overall portfolio of programmes in response to programme and service performance and changing enterprise priorities and demands.
Manage budget and costs
Manage the IT-related financial activities in both the business and IT functions, covering budget, cost and benefit management, and prioritisation of spending through the use of formal budgeting practices and a fair and equitable system of allocating costs to the enterprise. Consult stakeholders to identify and control the total costs and benefits within the context of the IT strategic and tactical plans, and initiate corrective action where needed.
Foster partnership between IT and enterprise stakeholders to enable the effective and efficient use of IT-related resources and provide transparency and accountability of the cost and business value of solutions and services. Enable the enterprise to make informed decisions regarding the use of IT solutions and services.
Manage Human resources
Provide a structured approach to ensure optimal structuring, placement, decision rights and skills of human resources. This includes communicating the defined roles and responsibilities, learning and growth plans, and performance expectations, supported with competent and motivated people.
Optimise human resources capabilities to meet enterprise objectives.
Manage the relationship between the business and IT in a formalised and transparent way that ensures a focus on achieving a common and shared goal of successful enterprise outcomes in support of strategic goals and within the constraint of budgets and risk tolerance. Base the relationship on mutual trust, using open and understandable terms and common language and a willingness to take ownership and accountability for key decisions.
Create improved outcomes, increased confidence, trust in IT and effective use of resources.
Manage Service Agreements
Align IT-enabled services and service levels with enterprise needs and expectations, including identification, specification, design, publishing, agreement, and monitoring of IT services, service levels and performance indicators.
Ensure that IT services and service levels meet current and future enterprise needs.
ITIL Service Level Management
Manage IT-related services provided by all types of suppliers to meet enterprise requirements, including the selection of suppliers, management of relationships, management of contracts, and reviewing and monitoring of supplier performance for effectiveness and compliance.
Minimise the risk associated with non-performing suppliers and ensure competitive pricing.
ITIL Supplier Management
Define and communicate quality requirements in all processes, procedures and the related enterprise outcomes, including controls, ongoing monitoring, and the use of proven practices and standards in continuous improvement and efficiency efforts.
Ensure consistent delivery of solutions and services to meet the quality requirements of the enterprise and satisfy stakeholder needs.
Continually identify, assess and reduce IT-related risk within levels of tolerance set by enterprise executive management.
Integrate the management of IT-related enterprise risk with overall Enterprise Risk Management (ERM), and balance the costs and benefits of managing IT-related enterprise risk.
Define, operate and monitor a system for information security management.
Keep the impact and occurrence of information security incidents within the enterprise’s risk appetite levels.
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