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COBIT QUICKSTART 2ND EDITION PDF

COBIT® Quickstart: Essentials to Quickstart IT Governance, 2nd Edition. Printed in the United States of America. COBIT QUICKSTART,2ND EDITION. COBIT Mapping: Overview of International IT Guidance, 2nd Edition .. COBIT content and published the current version, COBIT® COBIT® Quickstart. This login page is the result of either: Taping “Sign In”; Attempting to access content or functionality which requires login (such as a purchase, registration or My.

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Documents Flashcards Grammar checker. ITGI was established by the non-profit membership association ISACA in to help ensure that IT delivers value and its risks are mitigated through alignment with enterprise objectives, IT resources are properly allocated, and IT performance is measured.

ITGI makes no claim that use of any of the Work will assure a successful outcome. The Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other proper information, procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure or test, control professionals should apply their own professional judgement to the specific control circumstances presented by the particular systems or information technology environment.

No part of this publication may be used, copied, reproduced, modified, distributed, displayed, stored in a retrieval system or transmitted in any form by any means electronic, mechanical, photocopying, recording editiion otherwise without the prior written authorisation of ITGI. No other right or permission is granted with respect to this work. Phoenix Business and Systems Process Inc. Purpose of the Document Methodology for the Mapping Through original research, case studies and electronic resources, ITGI helps ensure that boards and executive management have the tools and information they need for IT to deliver against expectations.

COBIT provides a edtiion, comprehensive IT governance and control framework based on the harmonisation of more than 50 IT good practice sources published by various international standards bodies, governments and other institutions.

The research addresses questions such as: In addition, the results help entities that are planning to apply standards and guidance to harmonise those initiatives and use COBIT as the overall framework for sound IT governance. Although quickstrt of these questions can be addressed using the openly available COBIT guidance, more specific information is sometimes required. The mapping project addresses the gaps by mapping the most important and commonly used standards1 to the COBIT esition and control objectives.

It consists of two components: A brief overview of the standards mapped against each other in this document is as follows: With the addition of management guidelines inCOBIT was used more frequently as a management framework, providing management tools, such as metrics and maturity models, to complement the control framework. Version 3 consists of 27 detailed processes organised into five high-level processes described in five core books—Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement—that comprise one function: This mapping does not contain all of the details of Ediion v3.

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Some language is included directly from ITIL, but it is recommended to obtain a copy of the original document. Quickstagt detailed mapping was done as shown in figure 1. If a, b and c failed, then COBIT does not cover the requirement of this specific information, in which case the most appropriate process was selected and the information requirement was mapped to non-existent control objective 99 of the process.

Cobtithe second edition cobot published with additional control objectives and the Implementation Tool Set. The third edition was issued by ITGI in and included the management guidelines and several new control objectives. Within organisations, COBIT intends to support executive management and boards; business and IT management; quckstart governance, assurance, control and security professionals. The level of detail primarily depends on the role of the function.

If the function is responsible to fulfil the requirements, thorough knowledge should be ensured, but if the function is accountable or involved otherwise consulted or informedan overview should be applicable.

The level is indicated in figure 2. The research conducted for these updates addressed components of the control objectives and management guidelines. Specific areas that were addressed include: The first document,was published in Others are still in development.

It includes the most significant parts of IT management, including those covered by other standards. Although no technical details are included, the necessary tasks for complying with the control objectives are self-explanatory. Therefore, it is classified at a relatively high level, aiming to be generically complete but not specific.

It offers online, real-time surveys and benchmarking. Enterprise governance is inadequate without IT governance and vice versa. IT can extend and influence the performance of the organisation, but IT has to be subject to adequate governance. On the other hand, business processes require information from the IT processes, and this interrelationship has to be governed as well.

In this subject matter, the plan-do-check-act PDCA cycle becomes evident. The concept of the PDCA cycle usually is used in structured problem-solving and continuous-improvement processes. Both the information needed enterprise governance and the information delivered IT governance have to be planned with measurable and constructive indicators plan.

The information and, possibly, information systems have to be implemented, delivered and used do. The outcome of the information delivered and used is measured against the indicators defined in the planning phase check. Deviation is investigated, and corrective action is taken act. Considering these interdependencies, it is apparent that the IT processes are not an end in themselves; instead, they are a means to an end that is highly integrated with the management of business processes.

ME2 Monitor and evaluate internal control. ME3 Ensure regulatory compliance. ME4 Provide IT governance. PO1 Define a strategic IT plan. PO2 Define the information architecture.

PO3 Determine technological direction. PO4 Define the IT processes, organisation and relationships. PO5 Manage the IT investment. PO6 Communicate management aims and direction. PO7 Manage IT human resources. PO9 Assess and manage IT risks. DS2 Manage third-party services. DS3 Manage performance and capacity.

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DS4 Ensure continuous service. DS5 Ensure systems security. DS6 Identify and allocate costs. DS7 Educate and train users.

DS8 Manage service desk and incidents. DS9 Manage the configuration. DS12 Manage the physical environment. AI2 Acquire and maintain application software. AI3 Acquire and maintain technology infrastructure. AI4 Enable operation and use. AI5 Procure IT resources. AI7 Install and accredit solutions and changes.

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Plans and organisational structures already developed can be adopted, depending on the significance of each service, rather than developing a new plan for the IT service. Services are implemented subsequently, and all necessary precautions for ongoing service, delivery and monitoring are considered. From the IT governance point of view, single services are merely in the background.

Each process is described by using the following information: Based on the broader quality, fiduciary and security requirements, seven distinct, certainly overlapping, information criteria are defined as follows: It also concerns the safeguarding of necessary resources and associated capabilities. They may be internal, outsourced or contracted as required. A maturity model has been defined for each of the 34 COBIT IT processes, providing an incremental measurement scale from 0, non-existent, through 5, optimised.

Using the maturity models developed for each IT process, management can identify: These attributes can be used for more comprehensive assessment, gap analysis and improvement planning.

The maturity attributes are: Although produced and published by a single governmental body it is owned by the British governmentITIL is edigion a standard.

COBIT Quickstart, 2nd Edition[Title] – NLM Catalog Result

The books are titled: The OGC was commissioned to develop a methodology for efficient and effective use of IT resources within the British government. The ethos behind the development was the recognition of increased dependence on IT service, which has to be managed by high-quality IT processes. The level is indicated in figure 6. The ITIL v3 publications were released in mid following a very extensive development effort over several years based on feedback from users of the previous ITIL versions.

There are also conversion courses and exams that previously certified personnel must complete to retain their certification. There are three levels of certification for IT service management staff at different functional levels. It does not attempt to cover the entire breadth of IT management and IT governance.

Furthermore, it provides guidance on value creation, market and offerings strategies, structure of services, types of service providers, organisational development, sourcing, and financial management. It outlines four key processes: Processes covered by this volume are service catalogue management, service-level quicksart, capacity and availability management, IT service continuity management, information security management, and supplier management.

It identifies availability management, capacity management, continuity management and security management as key elements used in the design of quixkstart services to be provided. The processes covered are transition planning and support, change management, service asset and configuration management, release and deployment management, service validation and testing, and evaluation and knowledge management.

It also provides references to operational activities in other processes.

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