By Robert R. Moeller
Create powerful IT governance processes
In the present enterprise weather the place a massive volume of value is being given to governance, probability, and compliance (GRC), the idea that of IT governance is changing into an more and more robust part. Executive's advisor to IT Governance explains IT governance, why it is very important basic, monetary, and IT managers, besides information for making a powerful governance, danger, and compliance IT structures method.
- Written through Robert Moeller, an expert in auditing and IT governance
- Practical, no-nonsense framework for opting for, making plans, offering, and assisting IT providers in your enterprise
- Helps you establish present strengths and weaknesses of your online business IT governance techniques
- Explores easy methods to introduce powerful IT governance ideas with different firm GRC tasks
- Other titles by means of Robert Moeller: IT Audit, keep an eye on, and Security and Brink's sleek inner Auditing: a standard physique of Knowledge
There is powerful strain on organisations to have a very good realizing in their IT platforms and the controls that must be in position to prevent things like fraud and safeguard violations. Executive's advisor to IT Governance offers the instruments you must increase structures strategies via IT provider administration, COBIT, and ITIL.
Content:
Chapter 1 value of IT Governance for all agencies (pages 1–7):
Chapter 2 basic Governance thoughts and Sarbanes?Oxley ideas (pages 9–35):
Chapter three company Governance and GRC instruments (pages 37–45):
Chapter four IT Governance and COSO inner Controls (pages 47–66):
Chapter five COBIT and the IT Governance Institute (pages 67–86):
Chapter 6 ITIL and IT provider administration suggestions (pages 87–107):
Chapter 7 IT Governance criteria: ISO 9001, 27002, and 38500 (pages 109–123):
Chapter eight IT Governance matters: danger administration, COSO ERM, and OCEG tips (pages 125–157):
Chapter nine Cloud Computing, Virtualization, and conveyable, Mobility Computing (pages 159–176):
Chapter 10 Governance, IT safety, and Continuity administration (pages 177–193):
Chapter eleven PCI DSS criteria and different IT Governance principles (pages 195–216):
Chapter 12 IT provider Catalogs: knowing higher worth from IT Operations (pages 217–228):
Chapter thirteen significance of IT Service?Oriented structure for IT Governance structures (pages 229–245):
Chapter 14 IT Configuration and IT Portfolio administration (pages 247–261):
Chapter 15 software platforms Implementations and IT Governance (pages 263–273):
Chapter sixteen IT Governance matters: undertaking and application administration (pages 275–286):
Chapter 17 carrier point Agreements, itSMF, Val IT, and Maximizing IT Investments (pages 287–305):
Chapter 18 firm content material administration (pages 307–317):
Chapter 19 inner Audit's Governance position (pages 319–334):
Chapter 20 developing and maintaining a moral place of work tradition (pages 335–353):
Chapter 21 influence of Social Media Computing (pages 355–370):
Chapter 22 IT Governance and the Audit Committee's IT function (pages 371–376):
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Additional info for Executive's Guide to IT Governance: Improving Systems Processes with Service Management, COBIT, and ITIL
Example text
SOx TITLE III: CORPORATE RESPONSIBILITY SOx’s Title III regulations contain major regulatory rules for audit committees and prescribe audit committee performance standards and a large set of corporate governance rules. Under SOx, all registered enterprises must have an audit committee composed of only independent directors. The firm’s external audit firm is to report directly to the audit committee, which is responsible for their compensation, oversight of the audit work, and the resolution of any disagreements between external audit and management.
The SOx legislation also calls for audit committees to establish procedures to receive, retain, and treat complaints and handle whistleblower information regarding questionable accounting and auditing matters. This really says that an audit committee must become, in effect, an almost separate ongoing entity rather than a subset of the traditional board that flies to some location and meets quarterly. While this is a nice-sounding idea, most audit committee functions do not have the supporting resources to handle an enterprise-level whistleblower function—something that is often the responsibility of an enterprise’s corporate-level ethics function.
5 ◾ 31 IT Governance Risk Issues Enterprise Risk Requirements Risk Activation Strategies Understanding Enterprise Risk Appetite When faced with alternative potential risks, an enterprise should understand how great and the level of risk to assume. When management is willing to accept riskier ventures, the enterprise is viewed as having a high appetite for risk. Understanding Risk Acceptance An enterprise will face many risks, but there should be a clear understanding of what enterprise unit will accept or take responsibility for the risk.