Purpose:
Provides direction to solution and service delivery.
Objective:
Description:
Opportunity Generation, Capture & Analysis covers strategy and tactics, and concerns the identification of the way IT can best contribute to the achievement of the business objectives. The realization of the strategic vision needs to be planned, communicated and managed for different perspectives. A proper organization as well as technological infrastructure should be put in place. This domain typically addresses the following management questions:
- Are IT and the business strategy aligned?
- Is the enterprise achieving optimum use of its resources?
- Does everyone in the organization understand the IT objectives?
- Are IT risks understood and being managed?
- Is the quality of IT systems appropriate for business needs?
Entrance Criteria:
Exit Criteria:
Process and Procedures:
Tailoring Guidelines:
Process Verification Record(s):
Measure(s):
- Percent of active policies, standards and other enablers documented and up to date
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- Date of last updates to the framework and enablers
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- Number of risk exposures due to inadequacies in the design of the control environment
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- Number of staff who attended training or awareness sessions
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- Percent of third-party suppliers who have contracts defining control requirements
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- Percent of objectives in the IT strategy that support the enterprise strategy
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- Percent of enterprise objectives addressed in the IT strategy
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- Percent of initiatives in the IT strategy that are self-funding (financial benefits in excess of costs)
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- Trends in ROI of initiatives included in the IT strategy
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- Level of enterprise stakeholder satisfaction survey feedback on the IT strategy
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- Percent of projects in the IT project portfolio that can be directly traced back to the IT strategy
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- Percent of strategic enterprise objectives obtained as a result of strategic IT initiatives
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- Number of new enterprise opportunities realized as a direct result of IT developments
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- Percent of IT initiatives/projects championed by business owners
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- Achievement of measurable IT strategy outcomes part of staff performance goals
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- Frequency of updates to the IT strategy communication plan
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- Percent of strategic initiatives with accountability assigned
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- Number of exceptions to architecture standards and baselines applied for and granted
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- Level of architecture customer feedback
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- Project benefits realized that can be traced back to architecture involvement (e.g., cost reduction through re-use)
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- Percent of projects using enterprise architecture services
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- Level of architecture customer feedback
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- Date of last update to domain and/or federated architectures
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- Number of identified gaps in models across enterprise, information, data, application and technology architecture domains
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- Level of architecture customer feedback regarding quality of information provided
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- Percent of projects that utilize the framework and methodology to re-use defined components
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- Number of people trained in the methodology and tool set
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- Number of exceptions to architecture standards and baselines applied for and granted
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- Increase in market share or competitiveness due to innovations
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- Enterprise stakeholder perceptions and feedback on IT innovation
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- Percent of implemented initiatives that realize the envisioned benefits
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- Percent of implemented initiatives with a clear linkage to an enterprise objective
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- Inclusion of innovation or emerging technology-related objectives in performance goals for relevant staff
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- Stakeholder feedback and surveys
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- Increase in market share or competitiveness due to innovations
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- Enterprise stakeholder perceptions and feedback on IT innovation
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- Percent of implemented initiatives that realize the envisioned benefits
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- Percent of implemented initiatives with a clear linkage to an enterprise objective
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- Inclusion of innovation or emerging technology-related objectives in performance goals for relevant staff
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- Stakeholder feedback and surveys
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- Percent of IT investments that have traceability to the enterprise strategy
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- Degree to which enterprise management is satisfied with IT’s contribution to the enterprise strategy
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- Ratio between funds allocated and funds used
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- Ratio between funds available and funds allocated
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- Percent of business units involved in the evaluation and prioritization process
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- Level of satisfaction with the portfolio monitoring reports
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- Percent of changes from the investment program reflected in the relevant IT portfolios
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- Percent of investments where realized benefits have been measured and compared to the business case
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- Number of service definitions and service catalogs
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- Level of executive satisfaction with management decision making
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- Number of decisions that could not be resolved within management structures and were escalated to governance structures
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- Percent of staff turnover
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- Average duration of vacancies
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- Percent of IT posts vacant
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- Percent of alignment of IT services with enterprise business requirements
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- Ratings of user and IT personnel satisfaction surveys
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- Survey of business stakeholder technology level of awareness
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- Inclusion rate of technology opportunities in investment proposals
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- Percent of alignment of IT services with enterprise business requirements
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- Ratings of user and IT personnel satisfaction surveys
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- Survey of business stakeholder technology level of awareness
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- Inclusion rate of technology opportunities in investment proposals
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- Number of business processes with undefined service agreements
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- Percent of live IT services covered by service agreement
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- Percent of customers satisfied that service delivery meets agreed-on levels
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- Number and severity of service breaches
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- Percent of services being monitored to service levels
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- Percent of service targets being met
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- Percent of suppliers meeting agreed-on requirements
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- Number of service breaches to IT-related services caused by suppliers
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- Number of risk-related events leading to service incidents
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- Frequency of risk management sessions with supplier
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- Percent of risk-related incidents resolved acceptably (time and cost)
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- Number of supplier review meetings • Number of formal disputes with suppliers
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- Percent of disputes resolved amicably in a reasonable time frame
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- Average stakeholder satisfaction rating with solutions and services
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- Percent of stakeholders satisfied with IT quality
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- Number of services with a formal quality management plan
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- Percent of projects reviewed that meet target quality goals and objectives
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- Percent of solutions and services delivered with formal certification
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- Number of defects uncovered prior to production
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- Number of processes with a defined quality requirement
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- Number of processes with a formal quality assessment report
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- Number of SLAs that include quality acceptance criteria
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- Degree of visibility and recognition in the current environment
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- Number of loss events with key characteristics captured in repositories
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- Percent of audits, events and trends captured in repositories
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- Percent of key business processes included in the risk profile
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- Completeness of attributes and values in the risk profile
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- Percent of risk management proposals rejected due to lack of consideration of other related risk
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- Number of significant incidents not identified and included in the risk management portfolio
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- Percent of IT risk action plans executed as designed
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- Number of measures not reducing residual risk
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- Number of key security roles clearly defined
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- Number of security related incidents
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- Level of stakeholder satisfaction with the security plan throughout the enterprise
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- Number of security solutions deviating from the plan
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- Number of security solutions deviating from the enterprise architecture
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- Number of services with confirmed alignment to the security plan
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- Number of security incidents caused by non-adherence to the security plan
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- Number of solutions developed with confirmed alignment to the security plan
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References & Related Standards:
- ISO/IEC 9001:2008
- ISO/IEC 20000
- 3.1 Management responsibility
- 4.0 Planning and implementing service management
- 4.4 Continual improvement
- 5.0 Planning and implementing new or changed services
- 6.1 Service level management
- 6.4 Budgeting and accounting for IT services
- 7.2 Business relationship management
- 7.3 Supplier management
- ISO/IEC 27001:2005
- Information security management systems – Requirements, Section 4
- ISO/IEC 27002
- 6. Organisation of Information Security
- 8. Human Resources Security
- ISO/IEC 31000
- 6. Processes for Managing Risk
- ITIL V3 2011
- Continual Service Improvement, 4.1 The 7-Step Improvement Process
- Service Strategy, 4.1 Strategy Management for IT Services
- Service Strategy, 4.2 Strategy Portfolio Management
- Service Strategy, 4.2 Service Portfolio Management
- Service Strategy, 4.2 Service Catalog Management
- Service Strategy, 4.2 Service Level Management
- Service Strategy, 4.3 Financial Management of IT Services
- Service Strategy, 4.4 Demand Management
- Service Strategy, 4.5 Business Relationship Management
- Service Design, 4.8 Supplier Management
- Skills Framework for the Information Age (SFIA)
- TOGAF 9
- At the core of TOGAF is the Architecture Development Method (ADM), which maps to the COBIT 5 practices of developing an architecture vision (ADM Phase A), defining reference architectures (ADM Phases B,C,D), selecting opportunities and solutions (ADM Phase E), and defining architecture implementation (ADM Phases F, G). A number of TOGAF components map to the COBIT 5 practice of providing enterprise architecture services. These include ADM Requirements Management, Architecture Principles, Stakeholder Management, Business Transformation Readiness Assessment, Risk Management, Capability-Based Planning, Architecture Compliance and Architecture Contracts.
- National Institute of Standards and Technology (NIST) SP800-53 Rev 1
- Recommended Security Controls for USA Federal Information Systems
- Project Management Body of Knowledge (PMBOK)
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Here are the training modules for Decision Analysis and Resolution:
