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ME1.5 - Board and Executive Reporting

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 ME1.5 - Board and Executive Reporting is contained within Process Popup Monitor and Evaluate IT Performance.

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Board and Executive Reporting

Develop senior management reports on IT’s contribution to the business, specifically in terms of the performance of the enterprise’s portfolio, IT-enabled investment programmes, and the solution and service deliverable performance of individual programmes. Include in status reports the extent to which planned objectives have been achieved, budgeted resources used, set performance targets met and identified risks mitigated. Anticipate senior management’s review by suggesting remedial actions for major deviations. Provide the report to senior management, and solicit feedback from management’s review.

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Value Drivers

  • Quality reporting that meets the board’s governance requirements
  • Performance information that can be effectively and efficiently used for strategic, managerial and day-to-day operations
  • Enhanced decision-making processes in responding to business needs and concerns, and a focus on process improvement opportunities
  • Increased satisfaction of management and the board with performance reporting
  Risk Drivers
  • Decisions failing to support the business needs and concerns
  • Senior management dissatisfied with IT performance
  • Disconnect between management and IT
  • Inability of the board and executive to direct and control key IT activities

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  1. Establish a board and executive reporting process, based on the performance monitoring framework, for regular, accurate and timely reporting on IT’s contribution to the business by measuring achievement of IT goals, mitigation of IT risks and the usage of resources.
  2. Design senior management reports to highlight key issues (positive and negative) generally relating to IT’s contribution to the business and specifically to IT solution and service delivery capability and performance.
  3. Consolidate results of IT performance measurement. Translate them into business performance impacts (positive or negative) and incorporate the results into standard periodic reports to the board. Clearly link IT performance measurement to business outcomes and identify how IT supports business strategy.

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Volume 3, 2107
by Jayakumar Sundaram, CISA, ISO 27001 LA
The SoA is a continuously updated and controlled document that provides an overview of information security implementation.
Volume 3, 2018
by Giuliano Pozza, CGEIT, e-CF Plus (CIO), ITIL v3
The world of information and data management is changing faster than anyone could have predicted a few years ago, and attention to sensitive data protection is growing, as the new GDPR is clearly proving.
Volume 3, 2018
by Chip Jarnagin, CISSP, CSM, PMP, and Sonja Hammond, CISSP, ITIL Foundation, PCI-ISA
The exposure of data for up to 14 million of Verizon’s customers in July 2017 was an enormous embarrassment, particularly for an organization that presents itself as a premium cybersecurity consultancy.
Volume 3, 2018
by T. Sean Kelly
Proactive IG requires collaboration among legal, compliance, security and IT teams to take an incremental, measurable approach to deal with today’s enterprise data challenges.
Volume 3, 2018
by Ofir Eitan, CISM, CCSK, CTI
One of the major challenges chief information security officers (CISOs) face in almost any organization is prioritizing information security interests with regard to IT interests.
Volume 3, 2018
by Steven J. Ross, CISA, CISSP, MBCP
For information security professionals, the trip from a proprietary data center to a combination of cloud computing, Software as a Service (SaaS), colocation (colo) facilities and managed services is not half the fun.

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