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ENTERPRISE RISK MANAGEMENT INTEGRATED FRAMEWORK
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this framework and discuss with more-senior personnel ideas for strengthening enterprise risk management Internal auditors should consider the breadth of their focus on enterprise risk management Regulators This framework can promote a shared view of enterprise risk management, including what it can do and its limitations Regulators may refer to this framework in establishing expectations, whether by rule or guidance or in conducting examinations, for entities they oversee Professional Organizations Rule-making and other professional organizations providing guidance on financial management, auditing, and related topics should consider their standards and guidance in light of this framework To the extent diversity in concepts and terminology is eliminated, all parties benefit Educators This framework might be the subject of academic research and analysis, to see where future enhancements can be made With the presumption that this report becomes accepted as a common ground for understanding, its concepts and terms should find their way into university curricula
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With this foundation for mutual understanding, all parties will be able to speak a common language and communicate more effectively Business executives will be positioned to assess their company s enterprise risk management process against a standard, and strengthen the process and move their enterprise toward established goals Future research can be leveraged off an established base Legislators and regulators will be able to gain an increased understanding of enterprise risk management, including its benefits and limitations With all parties utilizing a common enterprise risk management framework, these benefits will be realized
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ENDNOTE
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1 Committee of Sponsoring Organizations of the Treadway Commission, Enterprise Risk Management-Integrated Framework (September 2004) Reprinted with permission Copyright 2004 by the Committee of Sponsoring Organizations of the Treadway Commission Reproduced with permission from the AICPA acting as authorized copyright administrator for COSO
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APPENDIX
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COBIT 3 Executive Summary
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Includes excerpts from the Cobit Executive Summary Source: 1996, 1998, 2000 IT Governance Institute (ITGI) All rights reserved
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COBIT 3 EXECUTIVE SUMMARY
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EXECUTIVE OVERVIEW
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survival and success an Critically important to themanagementthis globalofinformaorganisation is effective of information and related Information Technology (IT) In tion society where information travels through cyberspace without the constraints of time, distance and speed this criticality arises from the: Increasing dependence on information and the systems that deliver this information Increasing vulnerabilities and a wide spectrum of threats, such as cyber threats and information warfare Scale and cost of the current and future investments in information and information systems Potential for technologies to dramatically change organisations and business practices, create new opportunities and reduce costs For many organisations, information and the technology that supports it represent the organisation s most valuable assets Moreover, in today s very competitive and rapidly changing business environment, management has heightened expectations regarding IT delivery functions: management requires increased quality, functionality and ease of use; decreased delivery time; and continuously improving service levels while demanding that this be accomplished at lower costs Many organisations recognise the potential benefits that technology can yield Successful organisations, however, understand and manage the risks associated with implementing new technologies There are numerous changes in IT and its operating environment that emphasise the need to better manage IT-related risks Dependence on electronic information and IT systems is essential to support critical business processes In addition, the regulatory environment is mandating stricter control over information This, in turn, is driven by increasing disclosures of information system disasters and increasing electronic fraud The management of IT-related risks is now being understood as a key part of enterprise governance Within enterprise governance, IT governance is becoming more and more prominent, and is defined as a structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise s goals by adding value while balancing risk versus return over IT and its processes IT governance is integral to the success of enterprise governance by assuring efficient and effective measurable improvements in related enterprise processes IT governance provides the structure that links IT processes, IT resources and information to enterprise strategies and objectives Furthermore, IT governance integrates and institutionalises good (or best) practices of planning and organising, acquiring and implementing, delivering and supporting, and monitoring IT performance to ensure that the enterprise s information and related technology support its business objectives IT governance thus enables the enterprise to take full advantage of its information, thereby maximising benefits, capitalising on opportunities and gaining competitive advantage IT GOVERNANCE A structure of relationships and processes to direct and control the enterprise in order to achieve the enterprise s goals by adding value while balancing risk versus return over IT and its processes satisfy quality, and secuOrganisations must for theirthethe use offiduciaryall assets rity requirements information, as for Management must also optimise available resources, including data, application systems, technology, facilities and people To discharge these responsibilities, as well as to achieve its objectives, management must understand the status of its own IT systems and decide what security and control they should provide Control Objectives for Information and related Technology (COBIT), now in its 3rd edition, helps meet the multiple needs of management by bridging the gaps between business risks, control needs and technical issues It provides good practices across a domain and process framework and presents activities in a manageable and logical structure COBIT s good practices means consensus of the experts they will help optimise information investments and will provide a measure to be judged against when things do go wrong Management must ensure that an internal control system or framework is in place which supports the business processes, makes it clear how each individual control activity satisfies the information requirements and impacts the IT resources Impact on IT resources is highlighted in the COBIT Framework together with the business requirements for effectiveness, efficiency, confidentiality, integrity, availability, compliance and reliability of information that need to be satisfied Control, which includes policies, organisational structures, practices and procedures, is management s responsibility Management, through its enterprise governance, must ensure that due diligence is exercised by all individuals involved in the management, use, design, development, maintenance or operation of information systems An IT control objective is a statement of the desired result or purpose to be achieved by implementing control procedures within a particular IT activity
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