COBIT
- 1. COBIT 5
- 2. GROUP MEMBERS: ∙ERUM SULAYMAN ∙WARDA SIDDIQUI ∙SAMREEN SHEIKH ∙SAADIA KALEEM ∙MIFRA ZAFAR ∙HUMAIRA NAZ
- 3. INTRODUCTION It is the leading framework for the governance and management of enterprise IT.
- 4. WHO USE COBIT 5? 4
- 5. WHY USE COBIT 5? 5
- 6. “ 6 FIVE PRINCIPLES OF COBIT 5
- 7. Principle 1 :Meeting Stakeholder Needs 7 Enterprises exist to create value for their stakeholders.
- 8. 8 Principle 1. Meeting Stakeholder Needs: Enterprises have many stakeholders, and ‘creating value’ means different—and sometimes conflicting—things to each of them. Governance is about negotiating and deciding amongst different stakeholders’ value interests. The governance system should consider all stakeholders when making benefit, resource and risk assessment decisions. For each decision, the following can and should be asked: - Who receives the benefits? - Who bears the risk? - What resources are required?
- 9. 9 Stakeholder needs have to be transformed into an enterprise’s practical strategy. The COBIT 5 goals cascade translates stakeholder needs into specific, practical and customised goals within the context of the enterprise, IT-related goals and enabler goals.
- 10. Principle 2:Covering the Enterprise End-to-end 10 Principle 2. Covering the Enterprise End-to-end: COBIT 5 addresses the governance and management of information and related technology from an enterprisewide, end-to-end perspective. This means that COBIT 5: Integrates governance of enterprise IT into enterprise governance, i.e., the governance system for enterprise IT proposed by COBIT 5 integrates seamlessly in any governance system because COBIT 5 aligns with the latest views on governance. Covers all functions and processes within the enterprise; COBIT 5 does not focus only on the ‘IT function’, but treats information and related technologies as assets that need to be dealt with just like any other asset by everyone in the enterprise.
- 11. Principle 3:Applying a Single Integrated Framework 11 Principle 3. Applying a Single Integrated Framework: COBIT 5 aligns with the latest relevant other standards and frameworks used by enterprises: Enterprise: COSO, COSO ERM, ISO/IEC 9000, ISO/IEC 31000 IT-related: ISO/IEC 38500, ITIL, ISO/IEC 27000 series, TOGAF, PMBOK/PRINCE2, CMMI This allows the enterprise to use COBIT 5 as the overarching governance and management framework integrator. ISACA plans a capability to facilitate COBIT user mapping of practices and activities to third-party references.
- 12. Principle 4:Enabling a Holistic Approach 12 Principle 4. Enabling a Holistic Approach COBIT 5 enablers are: Factors that, individually and collectively, influence whether something will work—in the case of COBIT, governance and management over enterprise IT Driven by the goals cascade, i.e., higher-level IT-related goals define what the different enablers should achieve Described by the COBIT 5 framework in seven categories
- 13. Principle 4:Enabling a Holistic Approach 13
- 14. Principle 4:Enabling a Holistic Approach 14 Principle 4. Enabling a Holistic Approach: 1. Processes—Describe an organised set of practices and activities to achieve certain objectives and produce a set of outputs in support of achieving overall IT-related goals 2. Organisational structures—Are the key decision-making entities in an organisation 3. Culture, ethics and behaviour—Of individuals and of the organisation; very often underestimated as a success factor in governance and management activities 4. Principles, policies and frameworks—Are the vehicles to translate the desired behaviour into practical guidance for day-to-day management 5. Information—Is pervasive throughout any organisation, i.e., deals with all information produced and used by the enterprise. Information is required for keeping the organisation running and well governed, but at the operational level, information is very often the key product of the enterprise itself. 6. Services, infrastructure and applications—Include the infrastructure, technology and applications that provide the enterprise with information technology processing and services 7. People, skills and competencies—Are linked to people and are required for successful completion of all activities and for making correct decisions and taking corrective actions
- 15. Principle 5:Separating Governance from Management 15 Principle 5. Separating Governance From Management: The COBIT 5 framework makes a clear distinction between governance and management. These two disciplines: Encompass different types of activities Require different organisational structures Serve different purposes Governance—In most enterprises, governance is the responsibility of the board of directors under the leadership of the chairperson. Management—In most enterprises, management is the responsibility of the executive management under the leadership of the CEO.
- 16. Principle 5:Separating Governance from Management 16 Principle 5. Separating Governance From Management: COBIT 5 is not prescriptive, but it advocates that organisations implement governance and management processes such that the key areas are covered, as shown.
- 17. WHO IS PROCESS OWNER OF COBIT 5 17 Key COBIT 5 users include enterprise executives and consultants in the following areas: Audit and Assurance Compliance IT Operations Governance Security and Risk Management
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- 19. WHEN WE USE COBIT 5 Focus on enterprise goals Meet regulatory requirements Focus on pain points Ensure process orientation Define a common language 19
- 20. Provide management and business process owners with an IT governance model Helps bridge the gaps amongst business requirements, control needs and technical issues Helps enterprises create optimal value from IT 20 PURPOSE OF COBIT 5
- 21. A process model Best practice Tools 21 COMPONENTS
- 22. COBIT 5 IMPLEMENTATION 22 COBIT 5 Implementation has 3 life cycles 1. Program Management 2. Change Enablement 3. Continual Improvement Life Cycle
- 23. COBIT 5 IMPLEMENTATION 23 A Life Cycle Approach 1. What are the drivers? Identifies current pain-points/triggers to create change at executive management levels 2. Where are we now? Uses Mapping Enterprise Goals to define the scope of implementation (long less than 6-monthes) 3. Where do we want to be? Identifies gaps and potential solutions, and Set improvement target. 4. What needs to be done? Develops change plan for implementation, and Plan practical solutions . 5. How do we get there? Implements the proposed solutions into day-to-day practices, measure, and monitor 6. Did we get there? Focuses on sustainable operation, and monitor the achievement of expected benefits 7. How do we keep the momentum going? Reviews overall success of the initiative, Identifies emerged requirements for the governance and/or management, and Reinforce continual improvement.
- 24. “ 1.GOALS 2.Best practices 3.Life cycle 4.Stake holders 24 COBIT5 DIMENSIONS
- 25. 1.Get value both information and technology. 2.Help to standard, regulation and framework. 3.Represent the collective wisdom. 25
- 26. ∙ 4.Provide high quality . ∙ 5.Provide the business framework. 26
- 27. “∙ CONCLUSION COBIT can be used by every organization to improve IT performance. It is not a one-size-fits-all model, so understanding the stakeholder needs and business challenges and then utilizing the goals cascade guidelines is not only important, but extremely helpful and productive. It is always critical to gain senior management buy-in by showing the business benefit of using the COBIT framework. 27
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