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ME1.1 - Monitoring Approach

This topic is intended to enable collaboration and sharing of information to facilitate a better understanding and approach to implementing this COBIT control objective based on the risk, value and guidance provided by its corresponding control practices.

COBIT Control Objective ME1.1 - Monitoring Approach is contained within Process Popup Monitor and Evaluate IT Performance.

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Monitoring Approach

Establish a general monitoring framework and approach to define the scope, methodology and process to be followed for measuring IT’s solution and service delivery, and monitor IT’s contribution to the business. Integrate the framework with the corporate performance management system.

View value and Risk Drivers  help

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Value Drivers

  • A transparent view of IT’s performance, based on reliable information
  • Opportunities for improvement identified
  • Facilitated achievement of business and governance requirements
  • Cost-efficient IT services
  • More informed IT investment decisions, improving value delivery
  • Consistent use and integrity of performance indicators
  Risk Drivers
  • Performance reports based on out-of-date, inaccurate or unreliable data
  • Performance metrics not aligned with business and governance requirements
  • Lack of timely identification of issues related to IT and business alignment
  • Customer expectations and business needs not adequately identified
  • Monitored data failing to support the analysis of the overall process performance

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  1. Identify the relevant IT processes that support mission-critical business processes, strategic initiatives and the portfolio of IT-enabled investments. Categorise these IT processes in terms of impact to the business.
  2. Define a monitoring approach that uses metrics based on IT’s performance and that, when monitored, will indicate IT-driven business outcomes for the enterprise.
  3. Establish and maintain an IT monitoring system that is tied to business strategies and facilitates effective monitoring of IT’s support of business objectives. Integrate the IT monitoring approach within the enterprise’s performance management approach.
  4. Identify relationships and dependencies amongst the IT processes (e.g., expectation gaps, undefined interfaces, omissions, duplication of effort, inefficiencies) when monitoring IT performance.
  5. Ensure that performance metrics cover:
    • Business contribution including, but not limited to, financials
    • Performance against the strategic business and IT plan
    • Risk and compliance with regulations
    • Internal and external user satisfaction with service levels
    • Key IT processes, including solution and service delivery
    • Future-oriented activities, e.g., emerging technology, reusable infrastructure, business and IT personnel skill sets Set performance metrics so they:
    • Represent IT’s goals and objectives
    • Are based on accepted good practices
    • Focus on the most important practices
    • Are useful for internal and external comparison
    • Can be measured in terms of business impact
    • Are meaningful to IT’s customers and sponsors
  6. Agree with enterprise management on the key performance metrics that need to be reported. Agree on the key performance metrics with business management so the metrics are meaningful to the business. Obtain IT and business management approval of how IT’s performance will be measured, and communicate the approach to all process stakeholders. Get process owners’ commitment to regularly report on process performance in terms of the defined metrics.
  7. Conduct regular reviews of the performance measurement approach, and revise or update the approach in accordance with management feedback or changing business needs.

 

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