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PO1.6 - IT Portfolio Management

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 PO1.6 IT Portfolio Management is contained within Process Popup Define a Strategic IT Plan

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IT Portfolio Management

Actively manage with the business the portfolio of IT-enabled investment programmes required to achieve specific strategic business objectives by identifying, defining, evaluating, prioritising, selecting, initiating, managing and controlling programmes. This should include clarifying desired business outcomes, ensuring that programme objectives support achievement of the outcomes, understanding the full scope of effort required to achieve the outcomes, assigning clear accountability with supporting measures, defining projects within the programme, allocating resources and funding, delegating authority, and commissioning required projects at programme launch.

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Value Drivers

  • Efficient IT resource management
  • IT initiatives continuously monitored and evaluated
  • The right mix of IT initiatives for a positive and risk-adjusted return on investment (ROI)
  • Performance and resource requirements of IT initiatives monitored against defined targets
  Risk Drivers
  • Missed business opportunities due to a too-conservative portfolio
  • Low ROI due to a too-aggressive portfolio
  • Available IT resources not leveraged
  • Deviations in IT plans not identified

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  1. Based on strategic and tactical IT plans, ensure that the business and IT are involved in identifying and defining IT-enabled investment programmes, IT services, assets and related IT projects.
  2. Develop and promulgate prioritisation schemes relating prioritisation criteria to business goals and technical requirements. Project prioritisation may be modified due to the availability of scarce resources, implementation alternatives, funding methods, risks, and timing of competing or complementary projects.
  3. Evaluate IT-enabled investment programmes, IT services and assets against prioritisation criteria to establish and update the portfolio of IT-enabled investment programmes. Determine how the portfolio supports the achievement of measurable business outcomes.
  4. Translate the selected programmes and related projects into required effort, resources and funding, and obtain approval from the business.
  5. Translate the programmes into clearly defined projects with required resources and funding.
  6. Communicate projects that will be delayed, postponed or not continued so that business and IT management can use resources in an efficient and effective manner.
  7. Obtain the required authority to launch the approved projects within the selected programmes.

 

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Events & Online Learning: 9 total

7 May 2012
ISACA International Event
Orlando, Florida, USA
Get the knowledge you need to stay one step ahead of the competition and keep up with changing professional trends at ISACA’s North America CACS Conference.
12 Jun 2012
ISACA International Event
Dallas, Texas, USA
ISACA Training is a unique educational event designed to provide the tools you need to maintain, update and upgrade your skills, and to continue your professional development.
7 Aug 2012
ISACA International Event
Chicago, Illinois, USA
ISACA Training is a unique educational event designed to provide the tools you need to maintain, update and upgrade your skills, and to continue your professional development.
10 Sep 2012
ISACA International Event
Munich, Germany
EuroCACS/ISRM is a multidimensional event featuring audit, security, governance and risk content, and the audit and security programs, tools and the resources you need to be responsive to industry changes.
11 Sep 2012
ISACA International Event
San Francisco, California, USA
ISACA Training is a unique educational event designed to provide the tools you need to maintain, update and upgrade your skills, and to continue your professional development.

Journal Articles: 285 total

Volume 3, 2012
by Aarni Heiskanen, LJK
A program or project portfolio explains how an organization is implementing its strategy with projects.
Volume 3, 2012
by Robert Findlay, CISA
Robert Findlay has had a 30-year career in a variety of IT roles, including computer operations, programming, project management, IT audit and emergency project management.
Volume 3, 2012
by Fabrizio Baiardi, Claudio Telmon, CISA, CISSP, and Daniele Sgandurra, Ph.D.
Haruspex is a risk evaluation methodology defined and implemented by the research group on risk management in the Department of Computer Science at the University of Pisa, Italy.
Volume 2, 2012
by Steven J. Ross, CISA, CISSP, MBCP
The Conference Board study addresses the resilience of companies “to bounce back from a disruption” caused by security events, which are defined rather loosely as environmental disasters, terrorism and cyberattacks.
Volume 2, 2012
by John P. Pironti, CISA, CISM, CGEIT, CRISC, CISSP, ISSAP, ISSMP
Risk and security will no longer be something that the organization consciously considers and instead will become integrated in business-as-usual activities.
Volume 2, 2012
by Kerry A. Anderson, CISA, CISM, CRISC, CGEIT, CISSP, ISSMP, ISSAP, CSSLP, CFE
The closer alignment between RIM and information security may provide an approach to managing increasing data protection concerns and tough privacy regulations rather than maintaining the separation between these critical compliance functions.

Wikis: 2 total

Blog Posts: 99 total

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Posted By : Tichaona Zororo CISA, CISM, CRISC, CGEIT | 0 comments
During my audits, training & teaching sessions one of the frequent queries I came across is 'Sir, How do I become an IT Auditor? What are the qualification criteria?' The best answer for this to quote from the famous book, Information Systems Control and ...
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New post on IT Grackle: "The Privacy Lock On Your Phone" http://goo.gl/qMNfC #mobile #security
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