IT Values Framework

Prepared By-Shwetha Bhat-14030141029(MBA-IT 2014-16)IT Value Framework

VAL-ITComprehensive and pragmatic organising framework that enables the creation of business value from IT-enabled investments. provides direct support to executives at all management levels across both business and IT organisationVal IT and COBIT: A Synergistic RelationshipFour AREs

VAL ITfundamental IT governance-related questions (figure 3): Are we doing the right things? and Are we getting the benefits? COBIT, on the other hand, takes the IT view, helping executives focus on answering the questions Are we doing them the right way?(the architecture question) and Are we getting them done well?2

Concept of Value Meeting the expectations of stakeholders and the resources used to do soStakeholders may hold differing views of what represents value.Clearly define and communicate its view of what constitutes value, and to whom Select and execute investments Manage its assets and optimise value with an affordable use of resources and an acceptable level of risk

Other AreasStrategic alignment Risk managementResource management Performance measurement

IT value Matrix130 componentsKey Practice AreasStakeholderAlignmentCommunication CIO

COBIT-5 Principles

Released as of 20012 under ISACA Principle 1. Meeting Stakeholder NeedsEnterprises exist to create value for their stakeholdersWho receives the benefits? Who bears the risk? What resources are required?

Principle 3. Applying a Single Integrated Framework: COBIT 5 aligns with the latest relevant other standards and frameworks used by enterprisesoverarching governance and management framework integrator.Principle 4. Enabling a Holistic ApproachDriven by the goals cascade, i.e., higher-level IT-related goals define what the different enablers should achieve

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COBIT-5 Enablers

7 PRINCIPLESIn tandem with the Matrix, the CIO executive council developed "Seven Keys to IT Leadership"1. The primary goal of IT is to align with major enterprise objectives. Every initiative must be clearly tied in a provable way to business value.

2. Because all major business initiatives are dependent upon technology, the CIO must have a voice at the table at which key business decisions are made.

3. The CIO is responsible for understanding a businesss complexities, influencing peers and presenting technology strategy in terms the business can understand.

4. Technology leaders are agents of change. Transition is our stable state.

5. Communication and relationship building are as important to IT leadership as technology skills are.

6. Successful technology leadership must strike a balance between competing forces: short-term versus long-term, technology versus business focus, leading versus enabling.

7. The CIO is responsible for cultivating technology leadership at all levels

KPMG -TBMTBM means putting value first to match and enable business strategy

Other IT value frameworksIMB- IT value frameworkIT-CMFs Innovation Value framework