CGEITEXAMPREP#7 ResourceManagement

CGEITExamPrep May17,2011

ResourceManagement
AnnGeyer Tunitas Group

CGEITDomains
JobPracticeAreasbyDomain
25%ITGovFrameworks 20%RiskMgmt 15%StrategicAlignment 15%ValueDelivery 13%ResourceMgmt 12%PerformanceMsmt

Source:ISACA

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CGEITEXAMPREP#7 ResourceManagement

ITResourceManagement
ISACAThumbnailDescription Optimalinvestmentin,andthepropermanagementof, criticalITresources applications,information, infrastructureandpeople PrimaryObjective EnsurethatIThassufficient,competentandcapable resourcestoexecutestrategicobjectivesandkeepupwith businessdemandsbyoptimizingtheinvestment,useand allocationofITresources CGEITExamPerspective Demonstrateyouunderstandandcanexecuteappropriate resourcemanagementpractices

DefinitionsofITResources

ISACA ITIL BSC

People,apps,information,&infrastructure People,products,processes,&partners Human,information&organizationcapital

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CGEITEXAMPREP#7 ResourceManagement

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

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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

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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)

Howtoensureresourcesarebeingusedefficientlyand effectively CoversbothITprojectandnonprojectresources

ProjectManagement Focusonbestutilizationofavailableresources Time,cost,spaceconcerns

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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)

Assessstatus Reportgaps PlanforGapremediation ExecuteGapPlan

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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

Financialmgt Customer profitability system Customer feedbacksystem

Transaction

Incidenttracking

Workforce scheduling Customerself help

Project management

Transform ational Infrastructure

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

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