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PO4.3 - IT Steering Committee

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 PO4.3 - IT Steering Committee is contained within Process Popup Define the IT Processes, Organisation and Relationships

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IT Steering Committee

Establish an IT steering committee (or equivalent) composed of executive, business and IT management to:
  • Determine prioritisation of IT-enabled investment programmes in line with the enterprise’s business strategy and priorities
  • Track status of projects and resolve resource conflict
  • Monitor service levels and service improvements

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Value Drivers

  • IT strategy in line with the organisation’s strategy
  • IT-enabled investment programmes in line with the organisation’s strategy
  • Business and IT involvement in the prioritisation process
  • Business and IT involvement in conflict resolution
  • Business and IT involvement in monitoring performance
  Risk Drivers
  • IT strategy not in line with the organisation’s strategy
  • IT-enabled investment programmes not in support of the organisational goals and objectives
  • Insufficient support and involvement of IT and senior organisational management in key decision-making processes

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  1. Ensure that an IT steering committee exists that reports to an appropriate level of senior management and includes representation from the executive level, key business operations areas, IT and key business support areas such as finance, risk management, compliance, human resources, legal and internal audit.
  2. Ensure that the IT steering committee includes a key sponsor at the executive level.
  3. Ensure that the role and authority of the IT steering committee are agreed upon and formally documented.
  4. Ensure that the IT steering committee meets regularly, with an appropriate and monitored frequency.
  5. Determine that the responsibilities for the committee include at least:
    • Determination of prioritisation of IT-enabled investment programmes in line with the enterprise’s business strategy and priorities
    • Tracking of status of projects and resolution of resource conflict
    • Monitoring of service levels and service improvements
  6. Ensure that the IT steering committee approves the high-level control requirements, such as consideration of key performance indicators and balanced scorecards in relation to IT, and monitors controls compliance.

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Volume 4, 2018
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How organizational representatives communicate about technological innovation is often a significant factor in the success or failure of innovation management.
Volume 4, 2018
by Ian Cooke, CISA, CRISC, CGEIT, COBIT Assessor and Implementer, CFE, CPTE, DipFM, ITIL Foundation, Six Sigma Green Belt
Enterprises have many stakeholders, and “creating value” means different—and sometimes conflicting—things to each of them
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by Guy Pearce, CGEIT
The IT Portfolio Management Model was based on the principles of financial portfolio management, specifically, the relationship between investment risk and investment return as per the so-called risk-return tradeoff.
Volume 4, 2018
Our organization is considering multiple projects for developing and implementing IT-based solutions. I have checked on various websites, but could not get a detailed list of generic risk scenarios for IT-related projects.
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 2, 2018
by Robert E. Davis, DBA, CISA, CICA
Innovation is the process of transforming an idea or concept into a functional and marketable value proposition reflecting creative opportunity.

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