next. Let's talk about governance and management objectives.
So in this video we're going to talk about what our governance processes, what are management processes,
the five domains and the focus of each of these domains.
So let's talk about the governance and management objectives that air defined by co bit
objectives can be seen as a way in which to bridge the gap between technical issues, business risks
Essentially, it is the way in which I t can achieve enterprise goals.
There are basic concepts that we should address when talking about governance and management objectives.
This framework states that objective should always relate toe one process.
We will go over an example of how an objective will will relate to components, especially a process
related components of other types will achieve objectives. But remember again, objectives should relate toe one process with an identical or similar name.
Governance processes are the responsibility of the board of directors.
If you don't have that executive management and or senior leadership
as we talked about earlier, the governance body is the one that sets the strategic direction for I T. And how it can achieve business goals and objectives.
Management processes fall under the responsibility and accountability off. Senior and middle management is mint.
An example would be business managers, departmental heads, I t managers, etcetera.
They are ultimately held accountable for the management processes and objectives.
So remember, we've gone over the five domains of co bit.
There are four domains that management is responsible for while the governance body is responsible for one domain to evaluate, direct and monitor.
I know we've seen this multiple times, but let's go over it again.
Governance and management objectives are grouped into five different and distinct domains.
Governance objectives are grouped into the E. D m domain,
where the governing body will evaluate strategic options, direct senior management on those options and monitor the achievement of that strategy.
This distinct domain will allow the governing body to evaluate the options that are available to the organization and select a strategic direction.
From there, it will direct senior management on those options and how to achieve the aforementioned
monitoring is an important component of this domain.
Senior leaders must monitor the progress and achievement of their strategy.
If the enterprise is not able to fulfill the strategic goal, decisions must be made on how a new goal or more guidance should be given on how else to achieve that goal.
Think of this as the top where the decisions and strategic options are evaluated and decided upon and then trickled down to the rest of the enterprise.
Although there is just one domain in the governance category, it is a big one.
Some objectives within the E. D M domain include ensuring benefits, delivery, resource optimization, risk optimization, stakeholder engagement and governance framework setting and maintenance
management. Objectives include A P O, B A, I. D. S S and M E A.
A. P O will address the overall
organization. The strategy and the supporting activities that are required for I T
management will align strategic goals that were defined by the board of directors or senior leadership.
They will be in charge of aligning the organization to achieve those objectives in an efficient and effective manner.
That means that planning and organizing are necessary components to be aligned to strip thio
to be aligned to the strategic direction that is set by the governing body.
The supporting activities required for I t to fulfill and realized business goals will need to be coordinated, planned and organized in this domain.
Some objectives that fall under the A P O domain includes managing relationships, service agreements, vendors, quality risk data. Human resource is budget and costs. Innovation strategy and I t management frameworks.
B A. I includes the definition, acquisition and implementation of I T. Solutions that are integrated into business processes
from there. Once the objectives and strategic goals have been aligned with the overall strategic goals
planned and organized, the B AI domain will build and acquire and implement I t. Solutions to be integrated into business processes.
This is the part where technical solutions will be built or acquired and implemented within the enterprise to interact with processes and other components like people and information.
The subjective is fulfilling the strategic goal set by the governance objective and is a natural successor to the A p o domain.
Some objectives within the B ai domain includes managing programs,
managing knowledge, managing assets, managing projects, I t changes, organizational changes projects and I t acceptance and transitioning.
The DSS domain will support I T services and its operational delivery. This also includes security
once the I T solutions have been built or acquired and implemented. It will then be delivered within the organization.
It will service and support I t operations.
I T services sometimes require additional support and servicing, like managing security incidents or hardware problems.
Some objectives within the DSS domain includes managing operations, managing service requests and incidents, managing continuity problems, managing business process controls and managing security services.
Security is and should be a big part of your I T governance framework.
It usually falls under the DSS domain.
If you want to remain compliant with laws and regulations and be in alignment with major standards and best practices, security should be a big part of your I T governance program
supporting I T services, especially after cyber incidents will also fall under this category.
Lastly, MEA will address the the performance, monitoring and conformance of I T with internal performance targets, internal control objectives and external requirements.
Monitoring the performance and compliance of I T. With targets set by senior leadership is essential.
You don't want to spend all this time setting a strategic direction.
Aligning and organizing your IittIe resource is to the strategic goal
building and implementing these solutions and supporting and servicing I T. Assets without actually monitoring to see if you're right. Re sources are actually fulfilling your internal targets and objectives.
Additionally, you don't want to monitor. You want to monitor for any gaps that could leave you noncompliant with your I T governance plan or worse laws and regulations.
Thus, you have to monitor and evaluate and assess whether or not I t is conforming with objectives
within this domain. You can also address the performance of I T. In terms of effectiveness and efficiency, to make any improvements if need be, to minimize risk and maximize business value.
Some objectives that fall under the MEA jurisdiction include managing performance and conformance
system of internal controls, managing compliance with external requirements and managing assurance.
It's important to remember that thes governance and management directives are grouped into five domains because the governing body will have a different responsibility than management objectives.
All of the's will tie together to create an overall I T governance program in which I t remains compliant, effective, efficient and creates visible business value to an organization.
Okay, so quick pop quiz.
In what domain would you set the strategic direction of your ICT Eagles.
If you answered BDM, you are correct.
So in this video we talked about governance and management processes,
and the emphasis of each of the five domains.