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    CGEITEXAMPREP#7

    ResourceManagement

    Copyright2011TunitasGroup. Allrightsreserved.Thispresentationmaterialmaybeusedsolelyby

    participantsinSFISACAs2011CGEITPreparationClass. Nootheruseispermittedwithoutexpress

    writtenauthorization.

    ResourceManagement

    AnnGeyer

    Tunitas Group

    CGEITExamPrep

    May17,2011

    CGEITDomains

    JobPracticeAreasbyDomain

    25% ITGovFrameworks

    20% RiskMgmt

    15% StrategicAlignment

    15% ValueDelivery

    13% ResourceMgmt

    12%PerformanceMsmt

    2

    Source: ISACA

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    CGEITEXAMPREP#7

    ResourceManagement

    Copyright2011TunitasGroup. Allrightsreserved.Thispresentationmaterialmaybeusedsolelyby

    participantsinSFISACAs2011CGEITPreparationClass. Nootheruseispermittedwithoutexpress

    writtenauthorization.

    ITResourceManagement

    ISACAThumbnailDescription

    Optimalinvestmentin,andthepropermanagementof,criticalITresourcesapplications,information,infrastructureandpeople

    PrimaryObjective

    EnsurethatIThassufficient,competentandcapableresourcestoexecutestrategicobjectivesandkeepupwithbusinessdemandsbyoptimizingtheinvestment,useandallocationofITresources

    CGEITExamPerspective

    Demonstrateyouunderstandandcanexecuteappropriateresourcemanagementpractices

    3

    Definitionsof

    IT

    Resources

    ISACA People,apps,information,&infrastructure

    ITIL People,products,processes,&partners

    BSC Human,information&organizationcapital

    4

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    ResourceManagement

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    BenefitsofITResourceManagement

    5

    StrengthenITandbusinessunitworkingrelationships

    Improveaccountabilityforresults

    Reduceenterpriserisks

    EnhanceITservicequalityandeffectiveness

    EngendermoreefficientuseofITresources

    FocusITspendingonbusinessdrivers,values,needs,andpriorities

    Facilitateeffectiveprojectandcontractmanagement

    ReduceITprojectcomplexity

    FacilitatemoreeffectiveITplanning

    CGEITDomain

    Task

    Statements

    EnsurethatIThassufficient,competent,andcapableresourcestoexecutestrategicobjectives

    Design&establishresourceplanningprograms

    Train&developstaff

    Analyzegaps

    Allocateagainstrequirements

    Integrateresourcemanagementintostrategic&tacticalplanning(identification,classification,allocation,periodicevaluation)

    StandardizeIT

    infrastructure;

    focusoneconomyofscaleprinciples;interoperability

    Manage&protectITassetsthroughoutlifecycle

    KeyFunctions

    Assessbaseline

    Analyzegaps

    Gapremediation

    Acquisition

    Training&Maintenance

    Support

    Performance

    Monitoring

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    ResourceManagement

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    CGEITDomainKnowledgeStatements

    Know

    Corporate,business&ITresources

    Resourceacquisitionprocesses

    Requiredskillandtechnologymix

    HRmanagementprocesses

    Outsourceandoffshoreprocesses

    Howtomaintainworkforcecompetency

    Enterprisebusinessstrategies

    Methodsformonitoring&reportingresource

    performance

    7

    RESOURCEMANAGEMENT

    www.itgi.org

    ResourceManagement

    Roles

    Board

    MonitorhowmanagementdetermineswhatITresourcesareneededtoachievestrategicobjectives

    EnsureacriticalreviewofresourceallocationsproperbalanceofITinvestmentsbetweensustainingandgrowthobjectives

    ITStrategyCommittee

    Highleveldirectionforsourcing&useofITresources

    OverseeaggregateITfunding

    CEO

    Capitalizeonknowledge&information

    Establishbusinesspriorities&allocateresourcesforITperformance

    Organizefor&facilitateITstrategicimplementations

    DefinetheCIOrole

    8

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    ResourceManagementRoles

    BusinessExecutives

    AllocatebusinessresourcesforeffectiveITgovernance

    CIO

    ProvidetheITinfrastructuretofacilitateknowledge&informationcreation/sharing

    EnsureavailabilityofITresourcesforstrategicobjectives

    DefinevaluecreationroleswithinIT

    Standardizearchitecture&technology

    ManagementCommittees

    Balancesustain/growthproposals

    Adviseoninfrastructureneeds

    Architecturaldesign

    Managecomplex

    projects

    Monitor&reportonresults

    9

    TwoDistinct

    Components

    ResourcePlanning

    EnsurefocusedresourcesarealignedwithstrategicITobjectivesandinvestments

    Determinewhatresourcesareneededtoensuresuccesstothebusinessstrategy

    Whatprocessesarerequiredtosupporttheresources(acquisition,maintenance,automation,training,operations,etc)

    Howtoensureresourcesarebeingusedefficientlyandeffectively

    CoversbothITprojectandnonprojectresources(operationsandsupportfunctions)

    ProjectManagement

    Focusonbestutilizationofavailableresources

    Time,cost,spaceconcerns

    10

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    ITILResourceCategories

    People Skillsets

    Certifications

    Productivity

    Morale

    Products Knowledge&information

    recustomers,markets,processes

    Infrastructure

    Processes Costs

    Productivity

    Availability(ARMSS)

    Change&ConfigurationMgt

    Partners/Suppliers Relationships

    Diligence

    Escrows

    Secondsourcing

    Equitypositions

    11

    Kaplan&

    Norton

    Resource

    Categories

    Human

    Ensurerightskillsareavailableforthebusinessneeds

    Organization

    Buildthesupportingculture

    Information

    Deliverrelevant,highquality,andtimelyinformation

    12

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    ResourceManagementStartswithAlignment

    StrategicObjective:OperationalExcellence

    Minimizeproblems

    Providerapidresponse

    StrategicJobIdentification

    Qualitymanagers

    Sixsigma

    Problemmanagement

    Callcenteragents

    Customerinteractionskills

    Problemmanagement

    Teambuilding

    13

    ResourcesAligned

    to

    Strategy

    StrategicObjective: InnovativeMarketLeader

    Understandcustomersegments

    Developnewproducts

    StrategicJobIdentification

    Consumermarketmanagers

    Marketresearch

    Advertising

    Crossbusinessprocesses

    Jointventure

    managers

    Relationshipmgt

    Negotiationskills

    Ecommerceknowledge

    14

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    HumanResourcePlanning

    Coreactivities

    Startwithstrategicobjectives

    Identifystrategicjobfamilies

    Definecompetencyprofile(skills,experience,values,knowledge)

    Assessstatus

    Reportgaps

    PlanforGapremediation

    ExecuteGapPlan

    15

    Values,Skills,

    Knowledge,

    Experience

    Strategic

    Objective

    Achieveahighperformance serviceculture

    Values Anticipate customerneeds

    Serviceseasytouse

    Createeffectivesolutions

    Expertiseinspirescustomerconfidence

    Assurequalityfirsttime,everytime

    Profile Followthrough

    on

    commitments

    Holdselfaccountable

    Concentrate onworkingproblems,notfaultfinding

    Ensurehighestquality

    16

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    HumanResourcePlanning

    HRoftenhasitsowngovernanceprogram

    CascadingBalancedScoreCardopportunities

    Alsoneedsalignmentwithbusinessstrategies

    IThumanresourcessharedresponsibility

    HRtakesontheinternalprocessaspects

    ITtakesontheITskillsets,experience,certification,

    location,motivation,careerdevelopment

    17

    ITHuman

    Resource

    Planning

    InterrelatedtootherITdecisions

    Example MovetoCloudComputing

    Personnelrequirementsmaychange

    Lessneedforinternaloperations

    Moreneedforsystemservicesmanagement

    Morefocusonunderstandingbusinessvaluechain

    Lessfocusondesigningandadministeringsystem

    infrastructures

    18

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    ResourceManagement

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    ITHumanResourcePlanning

    Strategic

    Objective

    Achieveahighperformance serviceculture

    Values Anticipate customerneeds

    Serviceseasytouse

    Createeffectivesolutions

    Expertiseinspirescustomerconfidence

    Assurequalityfirsttime,everytime

    Profile Followthroughoncommitments

    Holdselfaccountable

    Concentrate onworking

    problems,

    not

    fault

    finding

    Ensurehighestquality

    19

    ITHuman

    Resource

    Planning

    Strategic

    Objective

    Achieveahighperformance serviceculture

    Skills Architectingdistributedcomputingnetworks

    Managingdiverseremoteaccessmethods

    Configuring largescalevirtualstorage

    Buildingandreinforcingvendorrelationships

    Forecastingcapacity

    Knowledge Service orientedarchitecture

    Ciscoproductlines

    KerberosandPKI

    .Net Programming

    20

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    ResourceManagement

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    InformationResourceCategories

    TransactionProcessing

    Systemsthatautomatebasicrepetitiveenterprisetransactions

    Analytic

    Systemsandnetworksthatpromoteanalysis,interpretation,

    andshareofinformationorknowledge

    Transformational

    Systemsandnetworksthatchangetheprevailingbusiness

    model

    TechnologyInfrastructure

    Sharedtechnologyandadministrationexpertiseforeffective

    useanddeliveryoftheInformationresources

    21

    InformationResource

    Planning

    Strategic

    Theme

    OperationalExcellence Innovation

    Strategic

    processes

    Mi n Problems RapidResponse Understand

    customer

    Newproducts

    Strategicjob

    families

    Qualitymgr Callcenteragent Financialmgt Strategicmgt

    Analytical Service QA Bestpractice

    benchmarking

    Customer

    profitability

    system

    Marketresearch

    Transaction Incidenttracking Workforce

    scheduling

    Customer

    feedbacksystem

    Project

    management

    Transform

    ational

    Customerself

    help

    Infrastructure IVR,CTI,CRMstnds, webapps

    22

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    InformationResources

    Informationportfolio

    Systems,apps,infrastructureforeachstrategicjobfamily;

    sortedbycategory

    Levelofinvestmentinnewinformationprojects

    Mixofinvestmentstoalignandmeetbusiness

    requirements

    Industrybenchmarksforcompetitivespending

    comparisons

    InputintoITportfoliomanagement(valuedelivery)

    Strategy

    should

    impact

    decisions

    23

    Sourcing

    Alongwiththeglobalizationofbusiness,thesourcingofstrategicresourcesonaglobalbasishasproventobeasourceofcompetitiveadvantagebothintermsofinnovationandincosteffectiveness.

    Itisnotsufficienttomanageinternalresources;managingexternalrelationshipswithoutsourcingserviceprovidersisequallyimportant

    Specialistjobsarelikelytocontinuetomigratefromcurrentemployerstowardcompaniesthatprovideoutsourcingservices

    Outsourcingisnotjustacostreductionstrategy;butalsodrivesspeed,flexibilityandlevelofinnovation

    Multisourcingrisksarisewhenthebestofbreedbenefitsdonotmaterializeorbecomeovershadowedbynegatives,issuesandoverheads

    Thesenegativesynergieshavethreerootcauses:

    PoorlyshapedclustersofITservices

    Misalignedtechnologyandproviderstrategies

    Brokenendtoendprocesses

    24

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    ISACAOutsourcingModel

    25

    ITILResource

    Management

    Focusonresourceavailabilityandutilization

    ThreeITILprocesses

    Demandmanagement

    Capacitymanagement

    Availabilitymanagement

    Capacityandavailabilitymanagementalsofeaturedinthe

    ISO20000standardforservicemanagement,underthe

    servicedeliveryprocessesgroup

    26

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    DemandManagement

    Purpose

    istounderstandandinfluencecustomerdemandfor

    servicesandcapacityprovisioningtomeetcustomer

    demand

    Strategically

    Atastrategiclevel,focusonanalysisofpatternsof

    businessactivityanduserprofiles

    Tactically

    At

    a

    tactical

    level,

    focus

    on

    use

    of

    differential

    charging

    to

    encouragecustomerstouseITservicesatlessbusytimes.

    27

    BPAand

    UP

    Businessprocessesaretheprimarysourceofdemandforservices.Patternsofbusinessactivity(PBAs)influencethedemandpatternsseenbyserviceproviders

    Analyzingandtrackingtheactivitypatternsofthebusinessprocessmakesitpossibletopredictdemand

    PBAsareidentified,codifiedandsharedacrossprocessesforclarityandcompletenessofdetail

    Userprofiles(UPs)arebasedonrolesandresponsibilitieswithinenterprisesforpeople,andfunctionsandoperationsforprocessesandapplications

    ProcessesandapplicationscanhaveUPs

    EachUPcanbeassociatedwithoneormorePBA

    UPsare

    constructed

    using

    one

    or

    more

    predefined

    PBA.

    PatternmatchingusingPBAsandUPsensuresasystematicapproachtounderstandingandmanagingdemandfromcustomers.

    28

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    CapacityManagement

    Purpose

    Provideapointoffocusandmanagementforallcapacityandperformancerelatedissues,relatingtobothservicesandresources,andtomatchthecapacityofITtotheagreedonbusinessdemands

    Capacitymanagement

    Ensuresthat capacityandperformanceoftheITservicesandsystemsmatchtheevolvingagreedondemandsofthebusinessinthemostcosteffectiveandtimelymanner

    Itincludesbusiness,serviceandcomponentcapacitymanagementacrosstheITservicelifecycle

    Akeysuccessfactorinmanagingcapacityisensuringthatitisconsideredduringtheservicedesignstage

    TheITservicelifecycleisbroadlycenteredaroundthebusinesscustomer

    andstagingthroughservicestrategy servicedesign servicetransionserviceoperaon connualserviceimprovement, andthenbacktothebusinesscustomer.

    29

    CapacityManagement

    Businesscapacitymanagement

    TranslatesbusinessneedsandplansintorequirementsforserviceandITinfrastructure

    Servicecapacitymanagement

    Themanagement,controlandpredictionoftheendtoendperformanceandcapacityofthelive,operationalITservicesusageandworkloads

    Componentcapacitymanagement

    Themanagement,

    control

    and

    prediction

    of

    the

    performance,utilizationandcapacityofindividualITtechnologycomponents

    30

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    AvailabilityManagement

    Purpose

    Provideapointoffocusandmanagementforall

    availabilityissues

    Relatingtoservices,componentsandresources,

    Ensureavailabilitytargetsinallareasaremeasuredand

    achieved,andthattheymatchorexceedthecurrentand

    futureagreedonneedsofthebusinessinacosteffective

    manner

    31

    Availabilitymanagement

    Therearetwokeyaspects:

    Reactiveactivities Monitoring,measuring,analysisandmanagementof

    events,incidentsandproblemsinvolvingservice

    unavailability

    Proactiveactivities Proactiveplanning,design,recommendation and

    improvementofavailability

    32

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    ResourceManagement&Metrics

    Performancemeasurementquestions

    Howwellisthecapacityandresourceplanworking

    Aremilestonesmet

    Areutilizationmodelsholding

    Whatstrending

    AreSLAandOLAontarget

    33

    ResourceManagement

    Summary

    Focusshift

    Fromcostandavailability

    Tostrategicalignment,withemphasisonthecriticaldifferentiatingprocesses

    ITresources

    Managedlikeotherenterpriseassets

    Valuemeasuredtoindicatecontributiontostrategyandvaluedelivery

    ResourcePlanning

    FeedsintoITPortfoliomanagement

    Businesscases

    Alignmentsuccess

    34

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    KeyResourceManagementPoints

    PartoftheITGovernanceprocess

    PurposeistooptimizetheplanningandavailabilityofITresourcesneededforbusinessstrategies

    Frameworks

    ITILforservicemanagementenvironments

    BCSlearningandgrowthapproachesstrategicalignment

    Availability&Capacityfocusareas

    ITProjectManagement

    PartofgoodgovernancetohaveastandardPMmethodology

    ButnotthesameasResourcePlanningandStrategicAlignment

    Detailedknowledge

    of

    Prince2

    and

    PMBOK

    not

    needed

    for

    exam

    35

    ITPROJECTMANAGEMENT

    36

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    COBITProjectManagement

    FocusonProjectManagement

    PO10ManageProjects

    PrioritizationandcoordinationofITprojects

    Masterplan,resourceassignments,deliverables,

    approvals,phaseddelivery,QA,testing,post

    implementationreview

    Reducetheriskofunexpectedcostsandproject

    cancellation

    Improvecommunicationbetweenbusinessunitsandusers

    Ensure

    value

    delivery

    37

    COBITPO10

    Manage

    Projects

    StandardizethePMprocess

    Haveamethodology

    ProvideenterprisePMguidelines

    Requireenterpriseprojectplanning

    CriticalFactors

    Commitment

    Scoping

    Integratedplanning

    Resourceassignments

    Risk

    assessment

    and

    management Changecontrol

    Performancemetricsandmonitoring

    Formalprojectclosure

    38

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    COBITPO10ManageProjects

    Inputs Outputs

    PO1 ITPortfolio PerformanceReports ME1

    PO5 UpdatedITPortfolio RiskManagementPlan PO9

    PO7 ITSkills Matrix PMGuidelines AI17

    PO8 DevelopmentStnds DetailedProjectPlans PO8/AI 17

    AI7 Postimplementation Review UpdatedITPortfolio PO1/PO5

    39

    PMBOKand

    Prince2

    Generalprojectmanagementframeworks(notjustforIT)

    Bothhavebeenmapped toCOBIT

    PO10ManageProjects capturemostcomponents

    PMBOK(ANSI/PMI990012004)

    FocusonconsistentimplementationofaprovenframeworkbasedonbestPMpractices

    Lifecycleapproachinitiation,planning,executing,controlling,closing

    Prince2(UKGovt)

    Businesscasedriven

    Focusontheprocessofprojectmanagement

    Segmentsprojectsintomanageablestages

    40