Resume : "COBIT 5 for Business Benefits Realization"

© 2018 ASVARY - 23217078
KEMENKEU
COBIT® 5 for Business Benefits Realization

Outline
1. Introduction
2. Introduction to Enterprise and IT Strategic Planning
3. Applying COBIT 5 Principles to Business Benefits Realization
4. Practical Guidance for Using COBIT 5 Enablers in Governing and Managing
Business Benefits Realization
5. Implementing Business Benefits Realization
© 2017 Direktorat Peraturan Perpajakan II© 2018 ASVARY-23217078

Builds on the COBIT 5 framework by
focusing on governance and management dimensions of business benefits realization
and providing contextualized guidance to COBIT 5 for consultants, experts in
governance and business management, IT professionals, and other interested parties
at all levels of the enterprise
COBIT 5 for BBR
as a practical guide for
various aspects of business benefits realization in relation to
COBIT 5
© 2018 ASVARY - 23217078

Introduction

1. Drivers for Business Benefits Realization
Ward and Daniel
Organizations are implementing more complex and sophisticated informationsystems and
other IT applications, which require increasing levels of managerial and employee skill to
deliver and use effectively.
Expectations created by the IT industry are not realistic in terms of provenbenefits or the
time it takes to realize them.
The applications are often enterprise-wide and impact more people insidethe organization
and also relationships with external trading partners and customers
The types of benefits that IS/IT can deliver are increasingly diverse and less easy to identify,
describe, measure and quantify
In many cases, it is difficult to relate business performance improvements to specific IS/IT
projects.
The prevailing focus of many organizations on achieving a short-term financial return from
their investments prevents many of the longer-term benefits of a coherent and sustained
IS/IT investment strategy from being achieved
Organizations do not generally consistently undertake benefit reviews at the end of projects
and transfer lessons learned to future projects© 2018 ASVARY - 23217078

Difficulty with determining precisely when
and the extent to which business benefits
are realized.
Common misconceptions that often
compromise the effectiveness of business
benefits realization management and the
actual realization of business benefits
The knowing-doing gap
© 2018 ASVARY - 23217078
2. Common Barriers to Business Benefits Realization

3. Key Success Characteristics of Effective Business Benefits
Realization Management
Active—rather than passive tracking against forecast, the focus is on an active search for
benefits, with ongoing participative stakeholder engagement
Evidence-based—forecasts and practices are driven by evidence about what
works rather than assumptions and advocacy
Transparent—based on open and honest forecasting and reporting, and a ‘clear
line of sight’ from strategic objectives to business benefits forecast and realized
Benefits-led—focusing less on the activities undertaken to realize benefits and
more on the actual realisation of those benefitsSteve Jenner
APMG International
© 2018 ASVARY - 23217078
Forward-looking—with an emphasis on learning and continuous improvement,
rather than backward-looking attribution of blame
Managed across the full business change lifecycle – extending from benefits
identification and quantification through to realization and applying lessons
learned.

Better understanding of the increasingly complex but significant areas of
business benefits realization
Better understanding of key links between business benefits realization
and enterprise and IT strategy, and enterprise architecture
Clarity on the application of the COBIT 5 governance and management
principles to business benefits realization
Contextual references to industry best practices that are garnered from
leading authors and researchers in the benefits realization field
Details about how each COBIT 5 enabler supports business benefits
realization
4. Benefits of COBIT® 5 for Business Benefits Realization
COBIT® 5 for BBR
© 2018 ASVARY -
23217078

Enterprise board of directors and business
management
• These stakeholders are the decision makers for goals,
investments and expenditures on behalf of the enterprise
Technology professionals
• These stakeholders have the responsibility to build and
acquire technology-enabled capabilities that run, grow and
transform the enterprise.
Risk, audit and control professionals
• These stakeholders have the responsibility of oversight and
ensuring that investment and benefits realization risk is
identified, managed and mitigated.
Governance professionals
• These stakeholders have the responsibility of assisting the
board with optimising the value contribution to the
business from IT-enabled initiatives, services and assets
© 2018 ASVARY - 23217078
5. Target Audience for This Guide

COBIT 5 References
COBIT 5 the framework
COBIT® 5: Enabling Processes
© 2018 ASVARY - 23217078
6. COBIT 5 References
COBIT® 5 Implementation
ISACA glossary at www.isaca.org/glossary

Introduction to Enterprise
and IT Strategic Planning

COBIT 5 includes a PRM divides into
two main process domains
Process Domain
Governance
Contains five governance processes. Each process defines evaluate, direct and monitor
(EDM) practices
Management
Contains the following four domains that are in line with the responsibility areas of
plan, build, run and monitor (PBRM), and provides end-to-end coverage of IT:
– Align, Plan and Organize (APO)
– Build, Acquire and Implement (BAI)
– Deliver, Service and Support (DSS)
– Monitor, Evaluate and Assess (MEA)
© 2018 ASVARY-23217078

COBIT 5 PRM
© 2018 ASVARY-23217078

Benefits realization is one of the three aspects of value
creation
© 2018 ASVARY-23217078

Surveyed managers are not satisfied with their
enterprise benefits management practices
© 2018 ASVARY-23217078

Evoluttion from Traditional IS Project
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Applying COBIT 5 Principles to
Business Benefits Realization

Five principles enable the enterprise to build an effective
governance and management framework
© 2018 ASVARY-23217078

1: Meeting Stakeholder Needs: Enterprise Goals
© 2018 ASVARY-23217078

2: Covering the Enterprise End-to-end
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3: Applying a Single Integrated Framework
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4: Enabling a Holistic Approach
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5: Separating Governance From Management
© 2018 ASVARY-23217078
Governance  the board of directors under the leadership of the chairperson.
Governance ensures that enterprise objectives are achieved by evaluating stakeholder
needs, conditions and options; setting direction through prioritisation and decision
making; and monitoring performance, compliance and progress against plans.
Management  the executive management under the leadership of the CEO.
Management plans, builds, runs and monitors activities in alignment with the direction
set by the governance body to achieve the enterprise objectives.

Practical Guidance for Using COBIT 5 Enablers
in Governing and Managing BBR

Business Benefits Realization Perspective
© 2018 ASVARY-23217078
Existing industry best practices have already established principles,
policiesand frameworks for benefits realization

Align benefits with strategy
Start with the end in mind
Utilize successful delivery methods
Manage benefits from a portfolio perspective
Integrate benefits with performance management
Principles
Seven Principles
that guide benefits
realization
© 2018 ASVARY -
23217078
Develop a value culture
Apply effective governance.

Policies
© 2018 ASVARY -
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 1. Value Governance and Management
 2. IT Investment
 3. Program Management
 4. Portfolio Management
 5. Benefits Alignment and Documentation
 6. Benefits Realization Management, Monitoring
and Reporting
 7. Value Delivery Management
 8. Business Case Management
 9. Architecture Compliance
 10.Balanced Scorecard Compliance

COBIT 5 Enabler: Processes – Primary Processes
Ensure Benefits Delivery – this is the core of business
benefits realization governanceEDM02:
APO04:
APO05:
BAI01:
BAI05:
Manage Innovation – innovation is the key to generating
business benefits in the enterprise
Manage Portfolio – the managed portfolio has to be driven by business
benefits
Manage Programmes and Projects – these comprise the core organizational
benefits management practices
© 2018 ASVARY - 23217078
Manage Organizational Change Enablement – the
management of organizational change is a key influencer of
effective business benefits realization

COBIT 5 Enabler: Processes – Secondary Processes
Manage Strategy – enterprise and IT strategy drive
programmes which are the source of business benefitsAPO02::
APO03::
APO12::
Manage Enterprise Architecture – Enterprise
Architecture provides the organization’s technology-driven
roadmap for achieving business goals
Manage Risk – this process addresses IT-related risks,
which include risks for benefits realization
© 2018 ASVARY - 23217078

Implementing BBR

Three approaches considered
ISACA’s COBIT 5 Implementation approach
Benefits Realization Management Implementation Lifecycle Processes
Australian NSW Government methodology
© 2018 ASVARY - 23217078

MSP Benefits Realization Management – Practices
Consider approaches to identifying benefits as well as forecasting the scale
ofcimprovement anticipated, problems typically faced and relevant solutions
Identify & Quantify:
Value & Appraise:
Plan:
Realize:
Review:
Address why organizations value benefits in monetary terms; approaches to
valuing non-financial benefits in monetary terms; the role of value
management techniques; and the main approaches to initiative appraisal –
cost-benefit, real options, cost-effectiveness, and multi-criteria analysis.
Plan for benefits realization, encompassing approaches to validating and
prioritizing benefits; managing pre-transition activities; selecting benefits
measures; benefits risk and opportunity management; planning stakeholder
engagement; and bringing all these together in the main initiative-level
benefits management documentation and the Business Case.
Transition management; tracking, reporting including collecting survey
evidence, and taking corrective action; and effective approaches to
stakeholder engagement to achieve behavioural change by winning hearts as
well as minds.
© 2018 ASVARY - 23217078
Review as a basis for learning and continuous improvement before, during
and after the initiative

Resume : "COBIT 5 for Business Benefits Realization"

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