Interfacing and Adopting ITIL and COBIT

By Gary Hardy

IT is operationally critical and strategic to an enterprise's success. Implementing best professional management practices should be a management imperative. ITIL and COBIT are two of the most widely adopted frameworks for supporting IT governance and management improvement initiatives. When used together as complementary tools they can provide an even more powerful solution to your organization's service management and governance needs.

Key features:

Highlights how every enterprise needs to tailor these practices to suit their individual requirements and overcome common obstacles ensuring that any improvement initiative is driven by business priorities and requirements

If you are already using ITIL or COBIT, it will show you how to effectively adopt and utilize these two best practices as complementary tools, resulting in improved IT service capability that is aligned with business and governance requirements

If you are new to ITIL or COBIT, it will provide a useful overview of the advantages of both practices and how and why they can be used together

Following the guidance in this publication, you will learn how to realize the value from your IT investments and services, enabling you to achieve cost effective IT solutions, as well as better governance and management of IT services.

• Language: English
• Publisher: TSO
• Release date: Jan 11, 2016
• ISBN: 9780113315123

Book preview

Interfacing and Adopting ITIL® and COBIT®

London: TSO

Published by TSO (The Stationery Office), part of Williams Lea and available from:

Online

www.tsoshop.co.uk

Mail, Telephone, Fax & E-mail

TSO

PO Box 29, Norwich, NR3 1GN

Telephone orders/General enquiries: 0333 202 5070

Fax orders: 0333 202 5080

E-mail: [e-mail]

Textphone: 0333 202 5077

TSO@Blackwell and other Accredited Agents

© The Stationery Office 2015

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the permission of the publisher.

Copyright in the typographical arrangement and design is vested in The Stationery Office Limited. Applications for reproduction should be made in writing to The Stationery Office Limited, St Crispins, Duke Street, Norwich, NR3 1PD.

Applications for reproduction should be made in writing to The Stationery Office Limited, St Crispins, Duke Street, Norwich NR3 1PD.

The information contained in this publication is believed to be correct at the time of manufacture. Whilst care has been taken to ensure that the information is accurate, the publisher can accept no responsibility for any errors or omissions or for changes to the details given.

This product includes COBIT 5® ©2012 ISACA® used by permission of ISACA®. All rights reserved

The AXELOS swirl logo is a trade mark of AXELOS Limited

The AXELOS logo is a trade mark of AXELOS Limited

The Best Management Practice Official Publisher logo is a trade mark of AXELOS Limited

PRINCE2® is a registered trade mark of AXELOS Limited

MoP® is a registered trade mark of AXELOS Limited

ITIL® is a registered trade mark of AXELOS Limited

M_o_R® is a registered trade mark of AXELOS Limited

COBIT 5® is a registered trademark of ISACA®

A CIP catalogue record for this book is available from the British Library

A Library of Congress CIP catalogue record has been applied for.

First published 2015

ISBN   9780113314522

Printed in the United Kingdom for The Stationery Office

Material is FSC certified. Sourced from responsible sources.

Contents

List of figures and tables

Acknowledgements

1Introduction

1.1Today’s business view of IT

1.2The benefits of ITIL® and COBIT®

1.3Objectives of this guide

2ITIL and COBIT

2.1Introduction to COBIT

2.2COBIT 5 overview

2.3COBIT 5 process model

2.4COBIT 5 implementation

2.5Introduction to ITIL

2.6ITIL Service Strategy

2.7ITIL Service Design

2.8ITIL Service Transition

2.9ITIL Service Operation

2.10ITIL Continual Service Improvement

3Governance and management of IT services

3.1Business context – value

3.2IT risk

3.3Information is a key resource for all enterprises

3.4Key drivers affecting service management

3.5Governance and management activities related to IT services

4Practical applications for using ITIL and COBIT together

4.1Objective 1 – Delivering value from an IT service

4.2Objective 2 – Aligning IT services with enterprise objectives and risks

4.3Objective 3 – Developing IT solutions and services to align with desired business outcomes

4.4Objective 4 – Aligning IT service level agreements with business objectives

4.5Objective 5 – Ensuring IT services are defined and delivered securely

4.6Objective 6 – Managing enterprise and IT service supplier relationships

4.7Objective 7 – Optimizing the portfolio of IT services and the service catalogue to deliver benefits and optimize costs

5Achieving required service capability and monitoring performance

5.1The importance of assessing capability

5.2Driving a positive improvement culture

5.3How to assess capability

5.4Driving improvement

5.5Monitoring performance

6Conclusions

Bibliography and further reading

Appendix A: COBIT and ITIL mapping

Appendix B: Examples of mappings based on enterprise goals

List of figures and tables

FIGURES

Figure 2.1Meeting stakeholder needs

Figure 2.2Processes for governance of enterprise IT

Figure 2.3Seven phases of the implementation lifecycle

Figure 2.4The ITIL service lifecycle

Figure 4.1COBIT value creation

Figure 4.2The overall value chain

Figure 5.1Ensuring strategic alignment

Figure 5.2Continual service improvement approach

TABLES

Table 3.1The objectives of effective governance and management of IT services

Table 4.1COBIT 5 enterprise goals

Table 4.2COBIT 5 IT-related goals

Table 4.3COBIT 5 processes mapped to ITIL guidance for aligning objectives

Table 4.4COBIT 5 processes mapped to ITIL guidance for designing and developing solutions and services 40

Table 4.5COBIT 5 processes mapped to ITIL guidance for aligning IT service level agreements with business objectives 42

Table 4.6COBIT 5 processes mapped to ITIL guidance for ensuring IT services are defined and delivered securely 44

Table 4.7COBIT 5 processes mapped to ITIL guidance for managing enterprise and IT service supplier relationships 45

Table 4.8COBIT 5 processes mapped to ITIL guidance for optimizing the portfolio of IT services and the service catalogue to deliver benefits and optimize costs

Table 5.1IT service management maturity paths

Table A.1COBIT 5 enterprise goals mapped to IT-related goals

Table A.2IT-related goals mapped to IT processes

Table A.3Risk scenarios mapped to IT processes

Table A.4COBIT 5 IT-related processes mapped to ITIL 2011 guidance

Table B.1Cascade example – top 10 COBIT 5 processes based on the enterprise goal of customer-oriented service culture

Table B.2Cascade example – top 10 COBIT 5 processes based on the enterprise goal of business service continuity and availability

Table B.3Cascade example – top 10 COBIT 5 processes based on the enterprise goal of optimization of service delivery costs

Acknowledgements

AUTHOR

Gary Hardy, IT Winners

REVIEWERS

We would like to thank those who participated in the quality assurance of this publication, generously donating their time to reviewing this title, including:

1Introduction

1.1TODAY’S BUSINESS VIEW OF IT

For many years, IT has been an enabler for enterprise success and a strategic tool for increasing competitive advantage. Now IT has become pervasive in all aspects of business activity, public service and personal communications. IT services are embedded in business processes and have become an integral part of enterprise operations. With the expansion of the internet providing high-capacity and low-cost mobile communications, IT is no longer confined to the IT function or just within the enterprise – it can be utilized anywhere at any time by anybody.

Successful enterprises apply effective governance and management practices to ensure that objectives are achieved and risks are minimized. They recognize that strategic planning and execution must be driven and