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PO5.2 - Prioritisation Within IT Budget

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 PO5.2 - Prioritisation Within IT Budget is contained within Process Popup Manage the IT Investment

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Prioritisation Within IT Budget

Implement a decision-making process to prioritise the allocation of IT resources for operations, projects and maintenance to maximise IT’s contribution to optimising the return on the enterprise’s portfolio of IT-enabled investment programmes and other IT services and assets.

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Value Drivers

  • Priorities that reflect IT goals and requirements of the business and are transparent to all stakeholders
  • Focused use of resources
  • Appropriate decision making, balancing cost, continuous improvement, quality and readiness for the future
  Risk Drivers
  • Inefficient resource management
  • Inability to optimise goals and objectives
  • Confusion, demotivation and loss of agility due to unclear priorities
  • IT budget not in line with the IT strategy and investment decisions

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  1. Create a process and establish a decision-making body for the prioritisation of IT initiatives and related resources within the high-level budget envelopes for IT-enabled investment programmes, IT services and IT assets as established by the strategic and tactical plans and maintained by portfolio decisions.
  2. Create and use procedures to rank all IT initiatives within portfolios based on the business cases and strategic and tactical plans, and establish procedures to determine budget allocations and cut-off based on the envelopes received. Establish the procedure to communicate budget decisions and review them with the detailed IT budget holders.
  3. Identify, communicate and resolve significant impacts of budget decisions on business cases, portfolios and strategy plans, e.g., when budgets are not aligned with strategic objectives or when budget allocations significantly impact the business case objectives.
  4. Obtain ratification from the executive committee for the overall IT budget changes that negatively impact the entity’s strategic or tactical plans and suggested actions to resolve these impacts.

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Events & Online Learning: 10 total

16 Mar 2015
ISACA International Event
Orlando, FL, USA
1 Aug 2016
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Chicago, IL, USA
4 Jun 2018
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Philadelphia, PA, USA

Journal Articles: 241 total

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 6, 2106
by Venkatasubramanian Ramakrishnan, CISM, CRISC, CHFI
Bayesian networks can capture the complex interdependencies among risk factors and can effectively combine data with expert judgment.
Volume 3, 2018
by Sunil Bakshi, CISA, CRISC, CISM, CGEIT, ABCI, AMIIB, BS 25999 LI, CEH, CISSP, ISO 27001 LA, MCA, PMP
My organization has initiated a project to use blockchain technology. We have been hearing about this technology becoming the backbone of digital currency, but we have also heard that there are many issues related to digital currency.
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 Alex Quiles, CISA
The use of Windows accounts to authorize users to applications introduces risk that an auditor should evaluate.
Volume 3, 2018
by Kevin Alvero, CFE, Randy Pierson, CISA, and Wade Cassels, CISA, CIA, CFE, CRMA
As organizations try to keep up with rapid changes in technology, they are using acquisitions as a way to quickly develop entirely new lines of business or to simply close gaps in technological capability.

Wikis: 2 total

Blog Posts: 165 total

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