But if you wade through the detail of the mappings you can make your own assessment based on what proportion of COBIT controls for which it shows equivalent ITIL coverage. Maybe you and I know that, but there are an awful lot of people out there still thinking ITIL is a comprehensive framework for IT operations. The white paper diplomatically tiptoes around a direct benchmarking of the two frameworks against each other, unlike the earlier white paper published only by ISACA which bravely made the measurement and graphically depicted the holes. It just lines up selections of statements from each framework. Some of the choices are pure B.
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ITIL can be described as a set of books documenting best practice for ITSM, providing guidance on the provision of quality IT services and the facilities needed to support them. Organisations need to understand that ITIL has never been nor was intended to be a complete, out-of-the-box solution and does not have to stand alone; in fact, an organisation may struggle to effectively implement ITIL without some form of IT governance framework.
Importantly, COBIT can help guide an organisation in what should be covered in processes and procedures whereas ITIL provides guidance on how the processes or procedures should be designed.
This should then be built upon to establish business-aligned IT objectives. It has the additional ability to ensure that ITIL-based Continual Service Improvement is focused on appropriate processes and activities to deliver the greatest positive impact in respect of business goals. Even if an organisation is not designing ITSM processes from scratch, alternatively adopting and adapting from consultant-provided best practices say, it is still worth checking existing process control points against COBIT to ensure the adequacy of internal controls and highlight control-based activities for future corporate compliance initiatives.
Each RACI chart highlights the key activities in the process and the responsibilities of individual roles or role types to provide an essential element of IT governance.
They should ensure that both the individuals fulfilling the roles, and those that are dependent upon the activities of these people, know exactly where responsibility and accountability lies. With the utilisation of an industry standard set of controls and common terminology facilitating the provision of assurance to both internal and external assessors, this potentially reduces the time and effort required from both operational staff and assessors in completing compliance-based initiatives.
These can be used to create specific process control points that an organisation can measure compliance against. So, to summarise, used together ITIL and COBIT can provide the necessary framework of good or best practices that enables an IT organisation to visibly align itself with the goals of the business, and effectively manage its resources to enable these goals through the optimised delivery of organisation-needed information and business-enabling IT services.
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Mapping of ITIL v3 With COBIT® 4.1
ITGI was established by the non-profit membership association ISACA in to help ensure that IT delivers value and its risks are mitigated through alignment with enterprise objectives, IT resources are properly allocated, and IT performance is measured. ITGI makes no claim that use of any of the Work will assure a successful outcome. The Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other proper information, procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure or test, control professionals should apply their own professional judgement to the specific control circumstances presented by the particular systems or information technology environment. All rights reserved.
ITIL-COBIT mapping shows even less coverage by ITIL
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Mapping of ITIL v3 - With COBIT 4.1