Source: 1996, 1998, 2000 IT Governance Institute (ITGI) All rights reserved in Visual Studio .NET

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Source: 1996, 1998, 2000 IT Governance Institute (ITGI) All rights reserved
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COBIT IT PROCESSES DEFINED WITHIN THE FOUR DOMAINS
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M1 monitor the processes M2 assess internal control adequacy M3 obtain independent assurance M4 provide for independent audit
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PO1 define a strategic IT plan PO2 define the information architecture PO3 determine the technological direction PO4 define the IT organisation and relationships PO5 manage the IT investment PO6 communicate management aims and direction PO7 manage human resources PO8 ensure compliance with external requirements PO9 assess risks PO10 manage projects PO11 manage quality
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DS1 DS2 DS3 DS4 DS5 DS6 DS7 DS8 DS9 DS10 DS11 DS12 DS13 define and manage service levels manage third-party services manage performance and capacity ensure continuous service ensure systems security identify and allocate costs educate and train users assist and advise customers manage the configuration manage problems and incidents manage data manage facilities manage operations
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Source: 1996, 1998, 2000 IT Governance Institute (ITGI) All rights reserved
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Cobit 3 Executive Summary
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THE COBIT FRAMEWORK
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THE NEED FOR CONTROL IN INFORMATION TECHNOLOGY In recent years, it has become increasingly evident that there is a need for a reference framework for security and control in IT Successful organisations require an appreciation for and a basic understanding of the risks and constraints of IT at all levels within the enterprise in order to achieve effective direction and adequate controls MANAGEMENT has to decide what to reasonably invest for security and control in IT and how to balance risk and control investment in an often unpredictable IT environment While information systems security and control help manage risks, they do not eliminate them In addition, the exact level of risk can never be known since there is always some degree of uncertainty Ultimately, management must decide on the level of risk it is willing to accept Judging what level can be tolerated, particularly when weighted against the cost, can be a difficult management decision Therefore, management clearly needs a framework of generally accepted IT security and control practices to benchmark the existing and planned IT environment There is an increasing need for USERS of IT services to be assured, through accreditation and audit of IT services provided by internal or third parties, that adequate security and control exists At present, however, the implementation of good IT controls in information systems, be they commercial, non-profit or governmental, is hampered by confusion The confusion arises from the different evaluation methods such as ITSEC, TCSEC, IS0 9000 evaluations, emerging COSO internal control evaluations, etc As a result, users need a general foundation to be established as a first step Frequently, AUDITORS have taken the lead in such international standardisation efforts because they are continuously confronted with the need to substantiate their opinion on internal control to management Without a framework, this is an exceedingly difficult task Furthermore, auditors are increasingly being called on by management to proactively consult and advise on IT security and control-related matters THE BUSINESS ENVIRONMENT: COMPETITION, CHANGE AND COST Global competition is here Organisations are restructuring to streamline operations and simultaneously take advantage of the advances in IT to improve their competitive position Business re-engineering, right-sizing, outsourcing, empowerment, flattened organisations and distributed processing are all changes that impact the way that business and governmental organisations operate These changes are having, and will continue to have, profound implications for the management and operational control structures within organisations worldwide Emphasis on attaining competitive advantage and costefficiency implies an ever-increasing reliance on technology as a major component in the strategy of most organisations Automating organisational functions is, by its very nature, dictating the incorporation of more powerful control mechanisms into computers and networks, both hardware-based and software-based Furthermore, the fundamental structural characteristics of these controls are evolving at the same rate and in the same leap frog manner as the underlying computing and networking technologies are evolving Within the framework of accelerated change, if managers, information systems specialists and auditors are indeed going to be able to effectively fulfil their roles, their skills must evolve as rapidly as the technology and the environment One must understand the technology of controls involved and its changing nature if one is to exercise reasonable and prudent judgments in evaluating control practices found in typical business or governmental organisations EMERGENCE OF ENTERPRISE AND IT GOVERNANCE To achieve success in this information economy, enterprise governance and IT governance can no longer be considered separate and distinct disciplines Effective enterprise governance focuses individual and group expertise and experience where it can be most productive, monitors and measures performance and provides assurance to critical issues IT, long considered solely an