Integrating ITIL and COBIT 5 to optimize IT Process and service delivery. Johan Muliadi Kerta

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1 Integrating ITIL and COBIT 5 to optimize IT Process and service delivery Johan Muliadi Kerta

2 Measurement is the first step that leads to control and eventually to improvement. If you can t measure something, you can t understand it. If you can t understand it, you can t control it. If you can t control it, you can t improve it. H. James Harrington

3 IT Governance Value Delivery Strategic Alignment IT Governance Domains Risk Management Performance Measurement Resource Management Source : ISACA

4 IT Governance and Business Alignment Business Domain Business Strategy Business Scope Competencies Business governance IT Domain IT Strategy Technology scope System competencies IT Governance Strategic Fit Organizational Infrastructure Administrative infrastructure Processes Capabilities Functional Integration IT Infrastructure Architecture Processes Capabilities Source: Henderson, J.; N. Venkatraman: Strategic Alignment: Leveraging Information Technology for Transforming Organizations, IBM Journal, Vol. 32, No. 1, 1993

5 IT Governance in Business

6 Although there are several methodologies and frameworks competing for the attention of IT leadership, the following are some of the most popular and applicable today. Service Management: ITIL, MOF, USMBOK IT Governance: COBIT Enterprise Architecture: TOGAF Project/Portfolio Management: PMBOK, PRINCE2, P3O, BABOK International Standards: ISO38500, ISO20000, ISO27000 Application/Software Development: SWEBOK, SDLC, Agile Process & Quality Management: BPM-CBOK, Six Sigma, CMMI

7 Control Objectives for Information and Related Technology (COBIT) COBIT helps enterprises : Maintain high-quality information to support business decisions Achieve strategic goals and realize business benefits through the effective and innovative use of IT Achieve operational excellence through reliable, efficient application of technology Maintain IT-related risk at an acceptable level Optimize the cost of IT services and technology Support compliance with relevant laws, regulations, contractual agreements and policies

8 COBIT Ensures: IT & Business Alignment IT Enabled Business Processes IT Resource Optimization IT Management of Risks

9 COBIT s framework accomplishes this by focusing on the business requirement for information, and the structured (process) utilization of IT resources. Each process has a high-level control objective (the desired outcome) and one or more detailed control objectives that address the requirements of the actual activities that it performs. The framework utilizes a structured approach in describing each; it details the process, what business requirement it is intended to fulfill, its focus area, how it is to be achieved, and how it will be measured. It also details how to assess each process maturity (capability, control & coverage).

10 In effect, COBIT s framework establishes what needs to be done to provide the information the enterprise needs to achieve its goals. It does this by the establishing control objectives that link the business goals in a cascading set of IT goals and metrics. These extend from the strategic alignment of business IT capability requirements all the way down to the tactical management of those processes involved in achieving those goals.

11 The COBIT 5 processes are split into governance and management areas. These 2 areas contain a total of 5 domains and 37 processes: Governance of Enterprise IT Evaluate, Direct and Monitor (EDM) 5 processes Management of Enterprise IT Align, Plan and Organise (APO) 13 processes Build, Acquire and Implement (BAI) 10 processes Deliver, Service and Support (DSS) 6 processes Monitor, Evaluate and Assess (MEA) - 3 processes

12 COBIT 4.1 Process as Comparison 34 Information Technology control objectives: 11 planning and organization 6 acquisition and implementation 13 delivery and support 4 monitoring 318 detailed control objectives & audit guidelines: 3-30 detailed control objectives per process Each IT process is supported by: 8-10 Critical Success Factors 5-7 Key Goal Indicators 6-8 Key Performance Indicators

13 ISACA completed the rollout from COBIT 4.1 to COBIT 5. COBIT 5 provides an end-to-end business view of the governance of enterprise IT that reflects the central role of both information and technology in creating value for enterprises. Enterprises already engaged in implementation activities can transition to COBIT 5 and incorporate this into future iterations of their improvement cycles COBIT 5 builds on previous versions of COBIT (including Val IT and Risk IT). Some new changes include: Increased focus on enablers New process reference model New and modified processes Management practices (formerly control objectives) New maturity model

14 COBIT 5 has clarified management level processes and integrated COBIT 4.1, Val IT and Risk IT content into one process reference model

15 COBIT 5 Product Family Source: COBIT 5, figure ISACA All rights reserved. 15

16 COBIT 5 Principles Source: COBIT 5, figure ISACA All rights reserved. 16

17 Process Reference Model Source: COBIT 5, 2012 ISACA All rights reserved.

18 Maturity Level Level 5 Optimized Level 4 Managed Level 3 Defined Level 2 Repeatable Level 1 Initial Level 0 Non-existent Condition Processes refined to level of best practice Automation integrates workflow Process compliance monitored & measured Constant improvement, some automation Standard, documented procedures based on existing practice with no process assurance Similar procedures followed by people performing the same task, but no training Ad hoc processes developed case by case Recognition of issues to be addressed Complete lack of recognizable processes No recognition of issues to be addressed

19 Control Maturity People Process Technology Maturity Model Level 1 Non Reliable No Responsibility No Policy No Procedures Missing Control Design Non Existent Level 2 - Informal Informal Responsibility New Personnel Non-Routine Informal/Ineffective Policy Informal/ Ineffective Procedures Informal/Ineffective Control Design Informal/ Ineffective Control Activity Manual Initial / Ad-Hoc Level 3 - Standardized Formal Responsibility Adequate Personnel Routine Formal/Effective Policy Formal/Effective Procedures Formal/ Effective Control Design Formal/Effective Control Activity Manual Repeatable But Intuitive Level 4 Monitored Limited Automation Periodic Compliance Testing Periodic Reporting Limited Automation Periodic Compliance Testing Periodic Reporting Periodic Update/Change Improvement Automated Defined Processes Level 5 - Optimized Automation Real- Time Monitoring Daily Reporting Automation Real-Time Monitoring Daily Reporting As Required Update/ Change Improvement Automated Managed And Measureable

20 Capability Maturity Model Level 2: Repeatable Solve problems based on experience Heroic efforts The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Level 3: Definable Focus on defined processes Problems viewed as unforeseen circumstances The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Level 4: Manageable Metrics and monitoring Integrity of processes is audited Level 1: Ad Hoc Problems come from outside Change is the enemy Level 5: Optimal Processes are self-tuning Training replacements is critical

21 What is ITIL and ITSM? ITIL=Information Technology Infrastructure Library Systematic approach to high quality IT service delivery Documented best practice for IT Service Management Provides common language with well-defined terms Developed in 1980s by what is now The Office of Government Commerce IT Service Management (ITSM): The implementation and management of IT Services processes aligned to meet the needs of the business with an appropriate mix of people, processes and technology itsmf also involved in maintaining best practice documentation in ITIL itsmf is global, independent, not-for-profit *Infrastructure: People, Process, Technology

22 Why ITIL? Mature, best practice framework A "de facto standard " (almost) Integrated, holistic set of processes Well-established training programs Corporate certification (BS15000) Support infrastructure in itsmf and consulting

23 ITIL ITIL is a well established, easily accessible, affordable process model for IT service management that is built around a set of best practices. A well-established service and consulting industry has been built around ITIL, especially in Europe. ITIL is better known for its back-office operational process definitions than for its application management processes. ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. ITIL is more-prescriptive about the tasks involved in those processes and, as such, its primary target audience is IT and service management. ITIL's structure enables incremental adoption, which facilitates continuous improvement. ITIL has a much narrower scope than CobiT (Control Objectives for Information and Related Technology), but CobiT and ITIL are not mutually exclusive and can be combined to provide a powerful IT governance, control and best-practice framework in IT service management. Source: Gartner Research

24 ITIL V3 The Service Lifecycle Business and IT integration Measuring IT in business value outcomes Global sourcing Changing architectures - SOA, service virtualisation Convergence of strategy, governance and management Compliance and control Complexity of services and systems Balancing stability v. responsiveness Predictive as well as proactive

25 ITIL Service Management (Old Version) Users Customers Service Desk Service Level Management Release Change Problem Incident Availability Capacity Configuration IT Service Support IT Continuity IT Finance IT Service Delivery

26 ITIL Maturity 2007 and s

27 ITIL started in 80s. 40 publications! v2 came along in Still Large and complex 8 Books Talks about what you should do v3 in 2007 and 2011 What about v3? Much simplified and rationalised to 5 books Much clearer guidance on how to provide service Easier, more modular accreditation paths Keeps tactical and operational guidance Gives more prominence to strategic ITIL guidance relevant to senior staff Aligned with ISO20000 standard for service management

28

29 Combining COBIT and ITIL for Powerful IT Governance Control Objectives for Information and Related Technology (COBIT) was originally an IS audit tool oriented to risk mitigation. CobiT establishes what formal IS processes, practices and controls should be in place, and the minimum results they should predictably deliver. ITIL and COBIT can combine well together. ITIL maps reasonably neatly into the COBIT high-level governance and audit framework, but although they are trying to achieve different things, they are not contradictory and have few interface problems. COBIT is a complementary framework to ITIL. CobiT's processes and control objectives are segmented into four domains Planning and Organization Acquisition and Implementation Delivery and Support Monitoring.

30 Combining COBIT and ITIL for Powerful IT Governance COBIT is based on established frameworks, such as the Software Engineering Institute's Capability Maturity Model, ISO 9000 and the Information Technology Infrastructure Library (ITIL). Unlike ITIL, COBIT does not include process steps and tasks because it is a control framework rather than a process framework. COBIT focuses on what an enterprise needs to do, not how it needs to do it. ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. ITIL is moreprescriptive about the tasks involved in those processes and, as such, its primary target audience is IT and service management. Many of the COBIT processes particularly those in the delivery and support domain map well onto one or more ITIL processes, such as service level, configuration, problem, incident, or financial management. The development processes of the two frameworks are not linked and both would benefit from closer collaboration. However, they are unlikely to contradict each other in any substantive way.

31 Combining COBIT and ITIL for Powerful IT Governance ITIL and COBIT are actually highly complimentary and can help organizations achieve the following key integration objectives. Implement and manage IT Service Management processes to achieve business goals while meeting governance requirements. Enable clear process goals which are driven by business goals coupled with a meaningful measurement scheme. Ensure IT governance and control by providing benefits realization, risk optimization, and resource optimization. Because of its high level approach, broad coverage, and is based on many existing practices, COBIT can easily be used as the integrator that brings multiple practices under one framework and links those to business objectives

32 Organizations wanting to adopt ITIL need effective GEIT for a successful implementation. COBIT provides this broad based framework. COBIT - What to do ITIL - How to do it Assists in goal alignment by cascading. Defines processes based on business requirements. Separates governance from management. Intended to support GEIT and is applicable to most organizations. Defines best practice processes for Service Management and includes process activities. Processes are more comprehensive and described with activities and flowcharts to assist in implementation. Processes can be easily mapped to the COBIT Framework to create effective guidance.

33

34 IT Service Management Tools Manage Engine ServiceDesk Plus products/service-desk/

35 Recommendations ü IT service management will be a prerequisite for demonstrating business value. Success requires commitment and perseverance. ü IT service management requires fundamental cultural and behavioral change. Pay careful attention to organizational change management issues. ü Success in IT service management is based on repeatable processes. Use ITIL as the basis for IT operational processes and then focus on continually improving them. ü Seek opportunities to learn from and copy best-practice processes. ü Measure ICT costs and relate results to process analysis to find saving and improvement opportunities for optimization.

36 Thank You Q&A and Discussion

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