Model Comparison COBIT • Widely adopted and accepted by including the Office of Inspector General • Compliant with ISO 17799, ISACA/ITGI • Compliments ITIL • Provides comprehensive view of IT processes • Provides maturity and performance evaluation metrics • Easily modified and adapted to the IT environment • 34 processes and 318 control objectives makes the framework highly complex • Process flows and procedures are either non-existent or unproven • Unproven implementation history ITIL • Well established and mature • Extensive listing of industry wide time-tested best practices • Provides a common vocabulary for IT • Provides maturity level metrics • Easily modified and adapted to the IT environment OPM3 • Provides a organizational and portfolio framework for the creation of policies, governance, tools and techniques • Derived from the widely accepted PMBOK approach Strengths Weaknesses • Very extensive and complex • More of a framework to asset of reference books sess portfolio, program and • Implementations have proven project management than a to be extremely difficult mechanism to measure IT • Service focused and does not governance cover the full scale of IT • No detail regarding specific management IT process areas, KPIs, or • Processes do not all contain process level maturity measmetrics, KPIs, or descriptions ures of roles and responsibilities Framework Integration The process-based, best practice principles behind the COBIT and ITIL frameworks are quite consistent.
Many of COBIT processes, particularly those in the delivery and support domain map well onto one or more of ITIL processes, including Service Level, Configuration Problem, Incident or Financial Management.
In fact, of the 34 process areas within COBIT, ITIL addresses 22.
COBIT can be considered the high-level implementation guide for ITIL since its KPIs and maturity levels define the metrics that the ITIL processes must deliver against.
The integration of the models is further supported by the sponsoring organizations.
Both COBIT and ITIL are committed to aligning terminology and content to promote greater integration in coming iterations of their respective frameworks.
Since OPM3 is project management-based and not process-based, OPM3 currently does not fully integrate into the two other models.
However, the principles and guidelines supporting OPM3 are embedded within the Planning and Organization domain of COBIT and specifically the Manage Programs/Projects process area.
OPM3’s objective remains consistent with the other frameworks– strengthen the link between strategy and execution and implementation of industry wide best practices. For More Information COBIT: http://www.isaca.org/ ITIL: http://www.itil.org.uk/ OPM3: http://www.pmi.org/info/PP_OPM3.asp
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