Enablers

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Let's talk about the seven enablers

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in this video, we're going to talk about the seven components that support governance and management objectives and how each component contributes to a governance system.

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These components are sets of practices and activities meant to achieve objectives and produce outputs that support the achievement of i t related goals that are set by the enterprise.

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Processes are sets of practices and activities to achieve objectives and produce outputs that support achievement of I T related goals.

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Each governance and management objective includes several process practices.

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Each process has one or more activities.

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Measure the achievement of this practice and it's contribution to overall objectives, meaning you should include example metrics.

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A capability level is assigned toe all process activities.

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Ah, process reaches a capability level as soon as all activities of that level are performed successfully.

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The scale ranges from 0 to 5.

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Don't worry, we'll go over this later in this course

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in the organizational structures component thes air decision making entities of

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those who will execute decisions and strategic options set by the board of directors

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in this component, make sure you list out key decision making entities.

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For example, this may include the board executive committee CEO, chief Risk Officer I t. Governance Board

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the Sea. So Project managers HR Legal counsel, audit team,

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etcetera. I mean, I could keep going on, but you get the picture.

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Different levels of involvement can be divided into responsible and accountable levels.

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Determine who will have accountability and responsibility over practices.

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Review the levels of responsibility and accountability.

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Responsibility will include the roles that have the main operational stake in fulfilling the practice and creating the intended outcome.

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Who is getting the task done?

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Who is driving the task?

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Mark the role that carries responsibility with an R in your documentation.

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Accountability, on the other hand, carries overall accountability.

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Accountability cannot be shared.

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This makes sense because if you dilute who was responsible, it's easy for things to fall through the cracks or to play the blame Game.

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Ultimately, who accounts for the success and achievement of the task

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denote this with an A. In your documentation,

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you could add two more levels for the roles in organization structure.

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Consulted is another label, meaning who provides Thean put.

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And then there's informed rules, meaning who is receiving the information regarding achievements and deliver a bles

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denote this with a C or an eye, respectively.

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Principles, policies and frameworks are another component that translate desired behavior into practical guidance for daily management.

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This component tells you what is expected of you and how you can meet those expectations.

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You should document which policies and procedures are relevant for your governance or management objectives.

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The name of the relevant policies and procedures should be included along with the description of the purpose and content of the policy.

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It also is helpful to site specific chapters in the documented governance program that relate to overall objectives.

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For example, if you have a governance objective of managing risk, include your policies and procedures that relate to risk management, risk assessments and risk mitigation and site a detailed reference or specific reference point that relates to the overall governance of risk.

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Take a quick inventory at the top of your head right now.

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Do you already have documented policies and procedures that pertain to your prioritized objectives,

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Services, infrastructure and applications Component includes the infrastructure, tech and applications that provide an enterprise with a governance system for I T processing

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services, infrastructure and applications. Provide guidance on third party services, types of infrastructure and categories of applications to support achievement of a governance or management objective.

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Keep in mind this guidance should be generic and not to technology specific,

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or you'll find yourself having to constantly update this portion of the governance program.

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Imagine if you were to specific in your infrastructure and when it's time to update your I T governance program to include new changes. You may have to do this at least 40 times as each component supports a governance or management objective, so keep it broad.

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Kobe. It is also not a framework that is to use technology specific.

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It's more broad to be encompassing and including of different types of organizations, regardless of size. And I t infrastructure

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information is a component that is produced and used by an enterprise.

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Kobets specifically focuses on information required for functioning of a governance system as an essential building block.

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Information flows and items are linked with process practices.

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It notes the inputs and outputs with origins and destinations.

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In general, each output is sent to one or more of a limited number of destinations.

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Another culprit process practice.

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A list of outputs include remedial actions performance reports and monitoring targets.

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Ultimately, it goes from management practice to description of output to destination.

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Culture, ethics and behavior determined the success of the governance and management activities.

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This component is really important to keep in mind when creating your I T governance program and strategic objectives and goals.

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It will give you an idea of how successful your governance program will be.

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Culture, ethics and behavior component provides a detailed guidance on desired cultural elements that support achievement, or

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uh, that supports the achievement of a governance or management objective.

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Other standards can be included as well in this document,

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but make sure it's documented so you can always refer to it and teach it to your employees and new employees as well.

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People, skills and competencies are component for good decisions, successful completion of activities and execution of correction corrective actions.

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This is related to the culture, ethics and behavior component, but it has made distinct because of the competencies and skills that people bring to an enterprise.

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This component identifies ah, human resource is and skills to achieve governance or management objectives.

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It is ultimately a display of people, skills and competencies within your governance program.

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This should be documented within your program so that you have a running list of these competencies that support your business goals and objectives.

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Quick pop quiz. What component would documented procedures fall under?

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If you answered principles, policies and frameworks, you are correct.

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So in this video we talked about the importance of each of the seven components,