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PO5.5 - Benefit 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 PO5.5 - Benefit Management is contained within Process Popup Manage the IT Investment

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Benefit Management

Implement a process to monitor the benefits from providing and maintaining appropriate IT capabilities. IT’s contribution to the business, either as a component of IT-enabled investment programmes or as part of regular operational support, should be identified and documented in a business case, agreed to, monitored and reported. Reports should be reviewed and, where there are opportunities to improve IT’s contribution, appropriate actions should be defined and taken. Where changes in IT’s contribution impact the programme, or where changes to other related projects impact the programme, the programme business case should be updated.

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Value Drivers

  • Accurate identification of benefit variances during and after implementation
  • Accurate information for portfolio decisions, i.e., continue, adjust or retire programmes
  • Properly priced service delivery
  • Transparency of IT’s contribution to the business
  • Business understanding of actual cost and benefit of IT
  Risk Drivers
  • Misspending of IT investments
  • Inappropriate service pricing
  • IT value contribution not transparent
  • Incorrect perception of IT value contribution

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  1. Develop metrics for monitoring IT’s contribution to the business case and establish in co-operation with all stakeholders:
    • Targets that reflect on the required IT capabilities and, where possible, are easy to translate into business capability targets
    • Trends in terms of cost reduction and the satisfaction of IT’s customers with the services delivered
    • Post-implementation reviews for IT projects
  2. Assign accountability for achieving benefits as recorded in the business case. Track and record in the business case how benefits change through the life cycle of programmes and projects and how they compare to internal and industry benchmarks.
  3. Communicate the underlying reasons for measuring and monitoring selected benefits and the remediation process for identified deviations.
  4. Implement corrective action when benefits significantly deviate:
    • For IT-enabled investment programmes—Update the business case of the project and the programme, and inform those responsible for portfolio management.
    • For IT service delivery—Initiate improvement.
  5. Consider obtaining guidance from external experts, industry leaders and comparative benchmarking data to test and improve the metrics and targets.
  6. Identify, quantify and qualify benefits of delivering IT solutions, providing IT services and managing IT assets as IT’s contribution to the business case.

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by Sunil Bakshi, CISA, CRISC, CISM, CGEIT, ABCI, AMIIB, BS 25999 LI, CEH, CISSP, ISO 27001 LA, MCA, PMP
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Volume 3, 2018
by Ofir Eitan, CISM, CCSK, CTI
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Volume 3, 2018
by Alex Quiles, CISA
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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.

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