IT Governance and Information Management

Join the cobit 5 foundations LinkedIn community via the itsm mentoring group to access study resources. Introduce yourself and create a profile to connect with peers and gain prep materials.

Establish and stick to a consistent online program schedule with planned breaks, turn off your cellular phone, and inform others you need to concentrate to focus on the COBE.

Explore the course agenda, review the materials you'll work with, and establish clear objectives for the IT governance and information management program.

Explore the six-chapter COBIT 5 foundations course, from introduction to implementation guidance, covering features, drivers, objectives, five principles, seven enablers, and the process capability model.

Align governance and management of enterprise IT with COBIT 5, raising senior management awareness and identifying opportunities for COBIT 5 implementation.

Govern information across the enterprise to support every business process and strategic goals, coordinating governance, management, and delivery media to deliver the right value proposition for any organization.

Practice the courseware exercises and quizzes to assess your understanding, complete the matching tasks, and review appendix H in the Kobuk guide to learn the key terminology you'll encounter.

Identify the drivers for COBIT 5 and assess its enterprise benefits, such as holistic management and a common language, while noting it is not primarily an IT service management framework.

Master the facts and terms of the five principles of Kobuk five, understand the framework's structure and format, and link the key drivers and business benefits to its integrated approach.

COBIT 5 has five principles underpinning it: meet stakeholder needs, cover the enterprise end to end, apply a single integrated framework, enable a holistic approach, and separate governance from management.

Build an architecture that translates governance objectives into concrete activities to meet stakeholder needs while optimizing risk and resource use for value creation.

Explore external stakeholders—partners, suppliers, customers, regulators, auditors, and consultants—and learn how we demonstrate secure, reliable operations and regulatory compliance by establishing controls within the enterprise using Coba.

Explore the goals cascade as a tool to translate broad stakeholder needs into IT-related and enabler goals at every level. Drive these into actionable strategy with measurable governance.

Cascade enterprise goals into IT goals to deliver the objectives. Structure IT related goals in a balanced scorecard to align with the enterprise scorecard, referencing Kobuk manual figure 6.

Explore the IT balance scorecard and how 17 IT-related goals map to four dimensions—financial performance, customer satisfaction, internal capability, and learning and growth—to align IT with enterprise goals.

We map broad stakeholder needs to enterprise goals, then cascade these goals to IT-related goals and further down to specific process areas to ensure the intended enterprise benefits.

Prioritize areas of focus through the goals cascade to align with enterprise goals, establish broad strategic to tactical enabler objectives, and identify risks and opportunities for benefits realisation.

Explore the seven governance enablers and how organizational resources, frameworks, principles, core values, structures, and cross-functional processes support and deliver governance objectives.

Define the governance scope by deciding whether to cover the entire enterprise, a specific entity, or targeted assets, ensuring all stakeholders clearly understand the boundaries and controls.

COBIT 5 integrates governance and management practices into one integrated framework, giving organizations a structure to pursue holistic enterprise IT from both management and governance perspectives.

Explore how enablers unite processes, teams, policy, and people to deliver a holistic approach that aligns services with enterprise goals and delivers quality service to customers.

Establish seven enablers to support the enterprise governance and information technology management system, emphasizing a holistic, interdependent web of policies, processes, culture, structures, information, and people.

Explore the seven enterprise enablers—principles, policies, and frameworks; processes and underpinning practice; organizational structures; culture and ethics; information; services, infrastructure, and applications; and people skills.

Explore the seven enablers: principles and policies, processes, organizational structures, culture and ethics, information, services and infrastructure, and people skills to drive governance and align IT with business objectives.

Apply principle five by separating governance and oversight from the management and execution of an enterprise, clarifying roles in IT governance and information management.

The board, led by the chairperson, sets direction by prioritizing objectives and evaluating alternatives. It monitors performance and compliance to ensure the organization aligns with governance and strategy.

Explore how governance and management establish controls and differentiate process areas, direct action, monitor performance, and communicate results to ensure strategy is followed across high-level and detailed levels.

Apply the five COBE principles by completing the section exercises and quizzes, with fill-in-the-blank tasks and practice questions, then review answers to identify study gaps.

Explore COBIT 5 principles, governance versus management, and a single integrated framework that links stakeholder needs to enterprise goals, enabling benefits realization, risk optimization, and resource optimization.

Explore how policy, process, organizational structure, and culture interrelate to govern IT and information management, with change management as a key example, and why culture determines policy effectiveness.

Define processes as collections of practices shaped by enterprise policies and procedures, taking inputs from multiple sources, including other processes, and producing outputs or services aligned with objectives.

Identify generic practices for process enablers and develop detailed guidance for each process area, aligning activities with other frameworks, models, and quality systems such as Idol or the Pembroke.

Identify process stakeholders and clearly assign responsible, accountable, consulted, and informed roles for each practice. Visualize engagement through a Raissi chart to govern, direct, and monitor the governance system.

Assess process performance by tracking lead indicators and lag indicators to ensure lifecycle management, stakeholder needs, enabler goals, and good practices across risk, change, and incident management.

Explore the process reference model within IT governance and information management, highlighting five governance processes, 32 management processes, and the detailed 37 processes in the enabling processes book.

Explore the COBIT 5 process reference model, noting 37 processes across governance, plan and organize, build, acquire and implement, deliver and support, and monitor and assess, including the BAI06 example.

Explore how a change management process operates in IT governance, detailing process IDs, goals, inputs and outputs, the Raissi chart, and four practices for evaluating, prioritizing, authorizing, and tracking changes.

Identify the departmental structure and reporting lines to define the span of control and authority. Describe operating principles, regular meetings, documentation, and how escalation, delegation, and decision making occur.

Explore how organizational structures interrelate with operating principles, authorities, policy frameworks, culture, and people skills to shape processes and IT governance and information management.

Explore culture, ethics, and behavior across organizational and individual levels, and examine how diverse cultures and backgrounds influence access, service delivery, and value within IT governance.

Investigate information as an enabler by examining its physical management, empirical access via interfaces, syntactic provisioning, semantic meaning, pragmatic use, version control, and its business context in delivering value.

This lecture explains COBIT 5 information criteria, detailing effectiveness, efficiency, integrity, availability, confidentiality, and compliance, and how currency, conciseness, and communication govern the use and trustworthiness of information.

Explain the three information quality buckets—intrinsic quality, contractual and representational quality, and security and accessibility quality—and the factors driving them, accuracy, objectivity, believability, timeliness.

Explore a six-layer model of information properties, covering physical storage, access channels, syntactic formats, semantic quality, pragmatic use, and social value for governance and risk management.

Explore how services, infrastructure, and applications enable governance and management by provisioning and delivering information technology to customers through coherent hardware, software, and support services.

Plan, maintain, and inventory organizational skills to support projects and service delivery. Make granular, accessible skill information to avoid tribal knowledge and optimize resources for customer objectives.

Map skill categories to the five IT governance process domains and see how governance, plan and organize, build, acquire and implement, deliver service and support, and monitor align with practice.

Explore the learning outcomes about implementing cobe at 5, plus guidance from I Sacca on implementing qubit and the continued improvement lifecycle enabling enterprise change.

Address behavioral aspects of organizational change, create urgency, form an implementation team, communicate the desired outcome, engage role players, embed the new capability, and sustain the new normal.

Identify common pain points signaling change, including rising costs, perceived low value of IT investments, major incidents, data loss risks, service delivery issues, and regulatory audit findings.

Identify trigger events that drive change, including mergers, acquisitions, divestitures, shifts in competition, customer expectations, market conditions, operating models, sourcing arrangements, regulatory changes, technology, governance projects, and leadership changes.

Identify our current performance level and the organization's baseline in phase two to ensure real improvement, not just moving the deck chairs, and create a structure for later comparisons.

Identify characteristics of a good roadmap, describe direction toward the desired future state, and use interim milestones as mileposts and checkpoints to keep the organization moving in the right direction.

Identify what needs to be done to move from the current baseline to the target state and design actionable plans to carry out the required work.

Create the program plan, identify stakeholders outside a high-level leadership correlation, invite their participation and empowerment, and drive the build of improvements to achieve the vision through team engagement.

Identify concrete steps to reach the targeted improvement by asking specific questions and outlining the sequence of actions required to move to the new target state.

Execute projects according to an integrated program plan, document contributions, deliver business value, update stakeholders on performance, and drive quick wins alongside cultural change for lasting adoption.

Evaluate in phase six whether our program and organizational change enablement activities, along with continued improvement efforts, moved us from the baseline state to the target state.

Conduct end-of-program reviews to confirm success, capture lessons learned, and identify new requirements that seed subsequent programs, fostering a culture of continual improvement across enabler capabilities.

Try the checkpoint questions to test your understanding of program management, change enablement, and the improvement lifecycle through exercises and quizzes.

Differentiates pain points from triggers like technology change or regulatory requirements, and drives change enablement through a program with initiation, planning, execution, and sustainment, anchored by a solid business case.

Explore process assessments aligned with the COBE framework to measure current process performance, establish capability targets, identify strengths and risks, and drive continual process improvement and organizational maturity.

Review three documents to support process capability assessments: the process assessment model as base reference for evaluating information technology processes against cobit, plus iso compliant and self-assessment guides.

Identify seven IT governance enablers—principles, processes, organizational structures, culture, and people skills—to transform data into information, knowledge, and organizational value, while applying lead and lag indicators for performance.

Explore COBIT 5 governance and information management, driven by five core principles and seven enablers, with implementation planning, program management, and ISO 15504-based process capability assessment for continual improvement.