COBIT® 2019 Framework : introduction and methodology

LIST OF FIGURES Chapter 1 Introduction 1.1 Enterprise Governance of Information and Technology 1.2 Benefits of Information and Technology Governance 1.3 COBIT as an I&T Governance Framework 1.3.1 What Is COBIT and What Is It Not? 1.4 Structure of This Publication Chapter 2 Intended Audience 2.1 Governance Stakeholders Chapter 3 COBIT Principles 3.1 Introduction 3.2 Six Principles for a Governance System 3.3 Three Principles for a Governance Framework 3.4 COBIT® 2019 Chapter 4 Basic Concepts: Governance System and Components 4.1 COBIT Overview 4.2 Governance and Management Objectives 4.3 Components of the Governance System 4.4 Focus Areas 4.5 Design Factors 4.6 Goals Cascade 4.6.1 Enterprise Goals 4.6.2 Alignment Goals Chapter 5 COBIT Governance and Management Objectives 5.1 Purpose Chapter 6 Performance Management in COBIT 6.1 Definition 6.2 COBIT Performance Management Principles 6.3 COBIT Performance Management Overview 6.4 Managing Performance of Processes 6.4.1 Process Capability Levels 6.4.2 Rating Process Activities 6.4.3 Focus Area Maturity Levels 6.5 Managing Performance of Other Governance System Components 6.5.1 Performance Management of Organizational Structures 6.5.2 Performance Management of Information Items 6.5.3 Performance Management of Culture and Behavior Chapter 7 Designing a Tailored Governance System 7.1 Impact of Design Factors 7.2 Stages and Steps in the Design Process Chapter 8 Implementing Enterprise Governance of IT 8.1 COBIT Implementation Guide Purpose 8.2 COBIT Implementation Approach 8.2.1 Phase 1—What Are the Drivers? 8.2.2 Phase 2—Where Are We Now? 8.2.3 Phase 3—Where Do We Want to Be? 8.2.4 Phase 4—What Needs to Be Done? 8.2.5 Phase 5—How Do We Get There? 8.2.6 Phase 6—Did We Get There? 8.2.7 Phase 7—How Do We Keep the Momentum Going? 8.3 Relationship Between COBIT® 2019 Design Guide and COBIT® 2019Implementation Guide Chapter 9 Getting Started With COBIT: Making the Case 9.1 Business Case 9.2 Executive Summary 9.3 Background 9.4 Business Challenges 9.4.1 Gap Analysis and Goal 9.4.2 Alternatives Considered 9.5 Proposed Solution 9.5.1 Phase 1. Pre-planning 9.5.2 Phase 2. Program Implementation 9.5.3 Program Scope 9.5.4 Program Methodology and Alignment 9.5.5 Program Deliverables 9.5.6 Program Risk 9.5.7 Stakeholders 9.5.8 Cost-Benefit Analysis 9.5.9 Challenges and Success Factors Chapter 10 COBIT and Other Standards 10.1 Guiding Principle 10.2 List of Referenced Standards In the light of digital transformation, information and technology (I&T) have become crucial in the support, sustainability and growth of enterprises. Previously, governing boards (boards of directors) and senior management could delegate, ignore or avoid I&T-related decisions. In most sectors and industries, such attitudes are now ill advised. Stakeholder value creation (i.e. realising benefits at an optimal resource cost while optimising risk) is often driven by a high degree of digitisation in new business models, efficient processes, successful innovation, etc. Digitised enterprises are increasingly dependent on I&T for survival and growth. Given the centrality of I&T for enterprise risk management and value generation, a specific focus on enterprise governance of information and technology (EGIT) has arisen over the last three decades. EGIT is an integral part of corporate governance. It is exercised by the board that oversees the definition and implementation of processes,structures and relational mechanisms in the organisation that enable both business and IT people to execute their responsibilities in support of business/IT alignment and the creation of business value from I&T-enabled business investments