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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: 7 total

16 Mar 2015
ISACA International Event
Orlando, FL, USA
13 Aug 2018
ISACA International Event
Nashville, Tennessee, US
2018 GRC Conference - 13-15 August , Nashville, TN. Explore the future of Governance Risk and Control through expert-led workshops and sessions developed by the IIA and ISACA. Register early for our GRC learning tracks.

Journal Articles: 250 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 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.
Volume 4, 2018
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
by Sunil Bakshi, CISA, CRISC, CISM, CGEIT, ABCI, AMIIB, BS 25999 LI, CEH, CISSP, ISO 27001 LA, MCA, PMP
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 4, 2018
by Amelia Ho, CISA, CISM, CA, CFE, CIA, CISSP, FRM, PMP
Organizations aim to achieve their objectives while managing risk within their risk appetites. A good governance structure for managing risk is to establish three lines of defense.

Wikis: 2 total

Blog Posts: 167 total

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