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PO10.1 - Programme Management Framework

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 PO10.1 - Programme Management Framework is contained within Process Popup Manage Projects.

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Programme Management Framework

Maintain the programme of projects, related to the portfolio of IT-enabled investment programmes, by identifying, defining, evaluating, prioritising, selecting, initiating, managing and controlling projects. Ensure that the projects support the programme’s objectives. Co-ordinate the activities and interdependencies of multiple projects, manage the contribution of all the projects within the programme to expected outcomes, and resolve resource requirements and conflicts.

View value and Risk Drivers  help

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Value Drivers

  • An optimised approach for programme management
  • A standardised, reliable and efficient approach for programme management across the organisation
  • Enhanced ability to focus on key projects within the programme
  Risk Drivers
  • Inappropriate project prioritisation
  • Disorganised and ineffective approach to project programmes
  • Misalignment of project and programme objectives

View Control Practices  help

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  1. Define and document the programme, including all the projects required to achieve the programme’s expected business outcomes. Specify required resources, including funding, project managers, project teams, IT resources and business resources where applicable. Gain formal approval of the document from key business and IT stakeholders.
  2. Assign accountability clearly and unambiguously for each project, including achieving the benefits, controlling the costs, managing the risks and co-ordinating the project activities.
  3. Determine the interdependencies of multiple projects in the programme, and develop a schedule for their completion that will enable the overall programme schedule to be met.
  4. Determine programme stakeholders inside and outside the enterprise, and establish and maintain appropriate levels of co-ordination, communication and liaison with these parties.
  5. Verify periodically with the business that the current programme as designed will meet business requirements and make adjustments as necessary. Review progress of individual projects and adjust the availability of resources as necessary to meet scheduled milestones.

 

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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: 281 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 Tommie W. Singleton, Ph.D., CISA, CGEIT, CITP, CPA
This two-part article describes one framework for performing effective audits of applications.
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.

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