CGEITExamPrep May17,2011
ResourceManagement
AnnGeyer Tunitas Group
CGEITDomains
JobPracticeAreasbyDomain
25%ITGovFrameworks 20%RiskMgmt 15%StrategicAlignment 15%ValueDelivery 13%ResourceMgmt 12%PerformanceMsmt
Source:ISACA
CGEITEXAMPREP#7 ResourceManagement
ITResourceManagement
ISACAThumbnailDescription Optimalinvestmentin,andthepropermanagementof, criticalITresources applications,information, infrastructureandpeople PrimaryObjective EnsurethatIThassufficient,competentandcapable resourcestoexecutestrategicobjectivesandkeepupwith businessdemandsbyoptimizingtheinvestment,useand allocationofITresources CGEITExamPerspective Demonstrateyouunderstandandcanexecuteappropriate resourcemanagementpractices
DefinitionsofITResources
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BenefitsofITResourceManagement
StrengthenITandbusinessunitworkingrelationships Improveaccountabilityforresults Reduceenterpriserisks EnhanceITservicequalityandeffectiveness EngendermoreefficientuseofITresources FocusITspendingonbusinessdrivers,values,needs,and priorities Facilitateeffectiveprojectandcontractmanagement ReduceITprojectcomplexity FacilitatemoreeffectiveITplanning
CGEITDomainTaskStatements
EnsurethatIThassufficient,competent,andcapableresourcesto executestrategicobjectives Design&establishresourceplanning KeyFunctions programs Assessbaseline Train&developstaff Analyzegaps Analyzegaps Gapremediation Allocateagainstrequirements Acquisition Integrateresourcemanagementinto Training&Maintenance strategic&tacticalplanning (identification,classification, Support allocation,periodicevaluation) Performance StandardizeITinfrastructure; Monitoring focusoneconomyofscaleprinciples; interoperability Manage&protectITassets throughoutlifecycle
CGEITEXAMPREP#7 ResourceManagement
CGEITDomainKnowledgeStatements
Know Corporate,business&ITresources Resourceacquisitionprocesses www.itgi.org Requiredskillandtechnologymix RESOURCE HRmanagementprocesses MANAGEMENT Outsourceandoffshoreprocesses Howtomaintainworkforcecompetency Enterprisebusinessstrategies Methodsformonitoring&reportingresource performance
ResourceManagementRoles
Board MonitorhowmanagementdetermineswhatITresourcesareneeded toachievestrategicobjectives EnsureacriticalreviewofresourceallocationsproperbalanceofIT investmentsbetweensustainingandgrowthobjectives ITStrategyCommittee Highleveldirectionforsourcing&useofITresources OverseeaggregateITfunding CEO Capitalizeonknowledge&information Establishbusinesspriorities&allocateresourcesforITperformance Organizefor&facilitateITstrategicimplementations DefinetheCIOrole
CGEITEXAMPREP#7 ResourceManagement
ResourceManagementRoles
BusinessExecutives AllocatebusinessresourcesforeffectiveITgovernance CIO ProvidetheITinfrastructuretofacilitateknowledge&information creation/sharing EnsureavailabilityofITresourcesforstrategicobjectives DefinevaluecreationroleswithinIT Standardizearchitecture&technology ManagementCommittees Balancesustain/growthproposals Adviseoninfrastructureneeds Architecturaldesign Managecomplexprojects Monitor&reportonresults
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TwoDistinctComponents
ResourcePlanning EnsurefocusedresourcesarealignedwithstrategicIT objectivesandinvestments Determinewhatresourcesareneededtoensuresuccessto thebusinessstrategy Whatprocessesarerequiredtosupporttheresources
(acquisition,maintenance,automation,training,operations,etc)
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ITILResourceCategories
People
Skillsets Certifications Productivity Morale
Processes
Costs Productivity Availability(ARMSS) Change&Configuration Mgt
Products
Knowledge&information recustomers,markets, processes Infrastructure
Partners/Suppliers
Relationships Diligence Escrows Secondsourcing Equitypositions
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Kaplan&NortonResourceCategories
Human Ensurerightskillsareavailableforthebusinessneeds Organization Buildthesupportingculture Information Deliverrelevant,highquality,andtimelyinformation
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ResourceManagementStartswithAlignment
StrategicObjective:OperationalExcellence Minimizeproblems Providerapidresponse StrategicJobIdentification Qualitymanagers Sixsigma Problemmanagement Callcenteragents Customerinteractionskills Problemmanagement Teambuilding
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ResourcesAlignedtoStrategy
StrategicObjective:InnovativeMarketLeader Understandcustomersegments Developnewproducts StrategicJobIdentification Consumermarketmanagers Marketresearch Advertising Crossbusinessprocesses Jointventuremanagers Relationshipmgt Negotiationskills Ecommerceknowledge
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HumanResourcePlanning
Coreactivities Startwithstrategicobjectives Identifystrategicjobfamilies Definecompetencyprofile
(skills,experience,values,knowledge)
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Values,Skills,Knowledge,Experience
Strategic Objective Values Achieveahighperformance serviceculture Anticipate customerneeds Serviceseasytouse Createeffectivesolutions Expertiseinspirescustomerconfidence Assurequalityfirsttime,everytime Followthroughoncommitments Holdselfaccountable Concentrate onworkingproblems,notfaultfinding Ensurehighestquality
Profile
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HumanResourcePlanning
HRoftenhasitsowngovernanceprogram CascadingBalancedScoreCardopportunities Alsoneedsalignmentwithbusinessstrategies IThumanresourcessharedresponsibility HRtakesontheinternalprocessaspects ITtakesontheITskillsets,experience,certification, location,motivation,careerdevelopment
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ITHumanResourcePlanning
InterrelatedtootherITdecisions Example MovetoCloudComputing Personnelrequirementsmaychange Lessneedforinternaloperations Moreneedforsystemservicesmanagement Morefocusonunderstandingbusinessvaluechain Lessfocusondesigningandadministeringsystem infrastructures
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ITHumanResourcePlanning
Strategic Objective Values Achieveahighperformance serviceculture Anticipate customerneeds Serviceseasytouse Createeffectivesolutions Expertiseinspirescustomerconfidence Assurequalityfirsttime,everytime Followthroughoncommitments Holdselfaccountable Concentrate onworkingproblems,notfaultfinding Ensurehighestquality
Profile
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ITHumanResourcePlanning
Strategic Objective Skills Achieveahighperformance serviceculture Architectingdistributedcomputingnetworks Managingdiverseremoteaccessmethods Configuringlargescalevirtualstorage Buildingandreinforcingvendorrelationships Forecastingcapacity Service orientedarchitecture Ciscoproductlines KerberosandPKI .Net Programming
Knowledge
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InformationResourceCategories
TransactionProcessing Systemsthatautomatebasicrepetitiveenterprisetransactions Analytic Systemsandnetworksthatpromoteanalysis,interpretation, andshareofinformationorknowledge Transformational Systemsandnetworksthatchangetheprevailingbusiness model TechnologyInfrastructure Sharedtechnologyandadministrationexpertiseforeffective useanddeliveryoftheInformationresources
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InformationResourcePlanning
Strategic Theme
Strategic processes Strategicjob families Analytical
OperationalExcellence
Min Problems Qualitymgr Service QA RapidResponse Callcenteragent Bestpractice benchmarking Understand customer
Innovation
Newproducts Strategicmgt Marketresearch
Transaction
Incidenttracking
Project management
IVR,CTI,CRMstnds, webapps
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InformationResources
Informationportfolio Systems,apps,infrastructureforeachstrategicjobfamily; sortedbycategory Levelofinvestmentinnewinformationprojects Mixofinvestmentstoalignandmeetbusiness requirements Industrybenchmarksforcompetitivespending comparisons InputintoITportfoliomanagement(valuedelivery) Strategyshouldimpactdecisions
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Sourcing
Alongwiththeglobalizationofbusiness,thesourcingofstrategicresources onaglobalbasishasproventobeasourceofcompetitiveadvantagebothin termsofinnovationandincosteffectiveness. Itisnotsufficienttomanageinternalresources;managingexternal relationshipswithoutsourcingserviceprovidersisequallyimportant Specialistjobsarelikelytocontinuetomigratefromcurrentemployers towardcompaniesthatprovideoutsourcingservices Outsourcingisnotjustacostreductionstrategy;butalsodrivesspeed, flexibilityandlevelofinnovation Multisourcingrisksarisewhenthebestofbreedbenefitsdonotmaterialize orbecomeovershadowedbynegatives,issuesandoverheads Thesenegativesynergieshavethreerootcauses: PoorlyshapedclustersofITservices Misalignedtechnologyandproviderstrategies Brokenendtoendprocesses
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ISACAOutsourcingModel
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ITILResourceManagement
Focusonresourceavailabilityandutilization ThreeITILprocesses Demandmanagement Capacitymanagement Availabilitymanagement Capacityandavailabilitymanagementalsofeaturedinthe ISO20000standardforservicemanagement,underthe servicedeliveryprocessesgroup
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DemandManagement
Purpose istounderstandandinfluencecustomerdemandfor servicesandcapacityprovisioningtomeetcustomer demand Strategically Atastrategiclevel,focusonanalysisofpatternsof businessactivityanduserprofiles Tactically Atatacticallevel,focusonuseofdifferentialchargingto encouragecustomerstouseITservicesatlessbusytimes.
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BPAandUP
Businessprocessesaretheprimarysourceofdemandforservices.Patterns ofbusinessactivity(PBAs)influencethedemandpatternsseenbyservice providers Analyzingandtrackingtheactivitypatternsofthebusinessprocessmakes itpossibletopredictdemand PBAsareidentified,codifiedandsharedacrossprocessesforclarityand completenessofdetail Userprofiles(UPs)arebasedonrolesandresponsibilitieswithinenterprises forpeople,andfunctionsandoperationsforprocessesandapplications ProcessesandapplicationscanhaveUPs EachUPcanbeassociatedwithoneormorePBA UPsareconstructedusingoneormorepredefinedPBA. PatternmatchingusingPBAsandUPsensuresasystematicapproachto understandingandmanagingdemandfromcustomers.
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CapacityManagement
Purpose Provideapointoffocusandmanagementforallcapacityand performancerelatedissues,relatingtobothservicesandresources,and tomatchthecapacityofITtotheagreedonbusinessdemands Capacitymanagement EnsuresthatcapacityandperformanceoftheITservicesandsystems matchtheevolvingagreedondemandsofthebusinessinthemostcost effectiveandtimelymanner Itincludesbusiness,serviceandcomponentcapacitymanagementacross theITservicelifecycle Akeysuccessfactorinmanagingcapacityisensuringthatitisconsidered duringtheservicedesignstage TheITservicelifecycleisbroadlycenteredaroundthebusinesscustomer andstagingthroughservicestrategyservicedesignservicetransi on serviceopera oncon nualserviceimprovement,andthenbacktothe businesscustomer.
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CapacityManagement
Businesscapacitymanagement Translatesbusinessneedsandplansintorequirementsfor serviceandITinfrastructure Servicecapacitymanagement Themanagement,controlandpredictionoftheendto endperformanceandcapacityofthelive,operationalIT servicesusageandworkloads Componentcapacitymanagement Themanagement,controlandpredictionofthe performance,utilizationandcapacityofindividualIT technologycomponents
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AvailabilityManagement
Purpose Provideapointoffocusandmanagementforall availabilityissues Relatingtoservices,componentsandresources, Ensureavailabilitytargetsinallareasaremeasuredand achieved,andthattheymatchorexceedthecurrentand futureagreedonneedsofthebusinessinacosteffective manner
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Availabilitymanagement
Therearetwokeyaspects: Reactiveactivities Monitoring,measuring,analysisandmanagementof events,incidentsandproblemsinvolvingservice unavailability Proactiveactivities Proactiveplanning,design,recommendationand improvementofavailability
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ResourceManagement&Metrics
Performancemeasurementquestions Howwellisthecapacityandresourceplanworking Aremilestonesmet Areutilizationmodelsholding Whatstrending AreSLAandOLAontarget
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ResourceManagementSummary
Focusshift Fromcostandavailability Tostrategicalignment,withemphasisonthecritical differentiatingprocesses ITresources Managedlikeotherenterpriseassets Valuemeasuredtoindicatecontributiontostrategyandvalue delivery ResourcePlanning FeedsintoITPortfoliomanagement Businesscases Alignmentsuccess
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KeyResourceManagementPoints
PartoftheITGovernanceprocess PurposeistooptimizetheplanningandavailabilityofIT resourcesneededforbusinessstrategies Frameworks ITILforservicemanagementenvironments BCSlearningandgrowthapproachesstrategicalignment Availability&Capacityfocusareas ITProjectManagement PartofgoodgovernancetohaveastandardPMmethodology ButnotthesameasResourcePlanningandStrategicAlignment DetailedknowledgeofPrince2andPMBOKnotneededfor exam
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ITPROJECTMANAGEMENT
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COBITProjectManagement
FocusonProjectManagement PO10ManageProjects PrioritizationandcoordinationofITprojects Masterplan,resourceassignments,deliverables, approvals,phaseddelivery,QA,testing,post implementationreview Reducetheriskofunexpectedcostsandproject cancellation Improvecommunicationbetweenbusinessunitsandusers Ensurevaluedelivery
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COBITPO10ManageProjects
StandardizethePMprocess Haveamethodology ProvideenterprisePMguidelines Requireenterpriseprojectplanning CriticalFactors Commitment Scoping Integratedplanning Resourceassignments Riskassessmentandmanagement Changecontrol Performancemetricsandmonitoring Formalprojectclosure
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COBITPO10ManageProjects
Inputs PO1 PO5 PO7 PO8 AI7 ITPortfolio UpdatedITPortfolio ITSkills Matrix DevelopmentStnds Outputs PerformanceReports RiskManagementPlan PMGuidelines DetailedProjectPlans ME1 PO9 AI17 PO8/AI 17 PO1/PO5
PostimplementationReview UpdatedITPortfolio
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PMBOKandPrince2
Generalprojectmanagementframeworks (notjustforIT) BothhavebeenmappedtoCOBIT PO10ManageProjectscapturemostcomponents PMBOK(ANSI/PMI990012004) Focusonconsistentimplementationofaprovenframework basedonbestPMpractices Lifecycleapproachinitiation,planning,executing,controlling, closing Prince2(UKGovt) Businesscasedriven Focusontheprocessofprojectmanagement Segmentsprojectsintomanageablestages