jueves, 23 de octubre de 2014

Bridging enterprise-architecture and systems-thinking

http://www.slideshare.net/tetradian/bridging-enterprisearchitecture-and-systemsthinking

What CIOs Need to Know About Business Alignment

http://www.cioinsight.com/it-strategy/enterprise-apps/slideshows/what-cios-need-to-know-about-business-alignment.html

In It to Win IT: Fantasy Football & Enterprise Architecture

http://community.mega.com/t5/Blog/In-It-to-Win-IT-Fantasy-Football-amp-Enterprise-Architecture/ba-p/9947

Leading Change: Why Transformation Efforts Fail

http://hbr.org/2007/01/leading-change-why-transformation-efforts-fail/ar/1

The Relative Value of EA Frameworks

http://ericstephens.me/the-relative-value-of-ea-frameworks/

What’s a Business Architecture?

What’s a Business Architecture?

http://www.ronross.info/blog/2014/10/07/what%E2%80%99s-a-business-architecture/

Agile Architecture Abstract

http://scaledagileframework.com/agile-architecture/

BiSL

http://www.aslbislfoundation.org/en/bisl

miércoles, 22 de octubre de 2014

COBIT 5’s Flexibility Key to Success

http://www.isaca.org/COBIT/focus/Pages/COBIT-5s-Flexibility-Key-to-Success.aspx

 

Figure 2

Descubre Cloud BPM: BPMteca y Proceedit organizan el 20 de noviembre un seminario sobre la automatización de procesos desde la nube

http://proceedit.blogspot.com.es/2014/10/descubre-cloud-bpm-bpmteca-y-proceedit.html

GrowthSpace

http://www.growthcloud.com/growthspace/?insight=growthtoon

With Agile, are IT Project managers obsolete?

http://keyperformance.com/with-agile-are-it-project-managers-obsolete/?utm_content=buffer80948&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer

Enterprise Architecture – Zachman vs TOGAF

http://www.expertstown.com/enterprise-architecture-zachman-vs-togaf/?utm_source=dlvr.it&utm_medium=twitter

None of the methodologies and features of EA are suitable for all the enterprises all the time. EA is continuously evolving and rapidly so in the past few years. The benefits of implementing EA are

  • Improvements in business processes.
  • Improvements in IT infrastructure
  • Improvements in business and IT relationship
  • Improvements in the achievement of business objectives and goals.

On-demand webminars

http://www.corso3.com/on-demand-webinars

BiZZdesign in Leaders Quadrant Gartner MQ for EA Tools 2014

http://www.bizzdesign.com/about-bizzdesign/bizzdesign-positioned-in-leaders-quadrant-of-gartners-magic-quadrant-for-enterprise-architecture-tools-2014/

Enhancing the Value of ITIL® and TOGAF® (Webinar 09-28-2013)

http://totalitsm.com/enhancing-the-value-of-itil-and-togaf-webinar-09-28-2013.html?utm_source=rss&utm_medium=rss&utm_campaign=enhancing-the-value-of-itil-and-togaf-webinar-09-28-2013

QRP Resources

http://qrpinternational.it/index/download

IRIS community

http://community.biz-architect.com/videos/

Integrating TOGAF and the Banking Industry Architecture Network (BIAN)

http://community.biz-architect.com/about-ba/integrating-togaf-banking-industry-architecture-network-bian-service-landscape-whitepaper/

QRP International

Il webinar sulla integrazione tra ITIL e TOGAF

http://qrpinternational.it/index/news?id=891&utm_content=buffer5b278&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer

Governance Videos

Planificación y organización en Cobit. GOBIERNO DE TI

https://www.youtube.com/watch?v=yQ0IPa79bHo

 

Cómo determinar la capacidad de los procesos en COBIT 5

https://www.youtube.com/watch?v=fskJELjF3Z4&feature=youtu.be

Cobit 5 Principles

http://www.isaca.org/Knowledge-Center/Research/ResearchDeliverables/Pages/COBIT-5-Principles.aspx

Agile y los equipos autogestionados

http://www.empresaithoy.es/2014/10/agile-y-los-equipos-autogestionados.html

ADOit OnDemand Webinar Series

http://www.adoit-community.com/adoit-ondemand-webinars/

Open Group launches IT4IT, vendor-neutral reference architecture for IT management

http://www.businesscloudnews.com/2014/10/20/open-group-launches-it4it-vendor-neutral-reference-architecture-for-it-management/

Business Capability Planning in the Enterprise Intelligence Age

http://resources.troux.com/blog/bid/112965

IT Planning and Agile

http://briankseitz.wordpress.com/2014/10/21/it-planning-and-agile/

Security Architecture Series Guide

https://www.linkedin.com/pulse/article/20140528223107-1699356-security-architecture-series-guide

lunes, 20 de octubre de 2014

Successful Innovation needs a common language, context and communicating

http://paul4innovating.com/2014/03/23/successful-innovation-needs-a-common-language-context-and-communicating/

Customer Talk: Mapfre se transforma con Lean IT

http://quintgroup.com/es/knowledge-center/publicaciones-quint/blog/articles/2014/10/14/customer-talk-mapfre-se-transforma-con-lean-it

What IT Gets Wrong in Assessing Talent

http://www.executiveboard.com/exbd/information-technology/it-talent/itta/webinar/replays/index.page?cid=701800000019X9O&business_line=information-technology&utm_source=linkedin.com&utm_medium=organic_udpate&utm_campaign=social-soundbite

CORSO INNOVATION MANAGEMENT

http://www.corso3.com/innovation-management

The Seven Rs of Knowledge Management

http://gestionconocimientoti.blogspot.com.es/2013/12/the-seven-rs-of-knowledge-management.html

Who raised the change?

What is the reason for the change?

What is the return required from the change?
What are the risks involved in the chance?

What resources are required to deliver the change?

Who is responsable for the build, test and implementation of the change?

What is the relationship between this change and other changes

domingo, 19 de octubre de 2014

Presentación Webinar Gobierno y Gestión de la Información

http://www.authorstream.com/Presentation/duxdiligens-2164857-presentaci-webinar-gobierno-gesti-de-la-informaci/

Conocimiento del modelo de Métricas

http://gestionconocimientoti.blogspot.com.es/2011/11/conocimiento-del-modelo-de-metricas.html

 

KPI

Llegar a la causa raíz del significado de lo que hacemos en la Operación del Servicio

http://gestionconocimientoti.blogspot.com.es/

¿Dónde se gesta el Conocimiento? Actividad de Mejora Continua del Proceso

http://gestionconocimientoti.blogspot.com.es/2011/05/donde-se-gesta-el-conocimiento.html

 

Intro to Design Thinking

http://www.slideshare.net/mikeyk/intro-to-design-thinking

Digital Innovation and Business Transformation

http://www.iasaglobal.org/NewsBot.asp?MODE=VIEW&ID=719

The CEO's Gap Between Strategy & Execution

https://www.linkedin.com/pulse/article/20140814081645-3192694-the-ceo-s-gap-between-strategy-execution

 

image

IT Planning Methdology

http://briankseitz.wordpress.com/2014/10/16/it-planning-methdology/

Gobierno y GEstión de la INformación

http://www.icontact-archive.com/53tHymf7jTK_5RfdvqcZGCIi-o0LCXBj?w=3

https://www.youtube.com/watch?v=lUtzgEfi4Rg&feature=youtu.be

martes, 14 de octubre de 2014

Business Capability Model (BCM)

http://www.buildingbusinesscapability.com/presentations/2012/849.pdf

http://www.buildingbusinesscapability.com/presentations/2012/849.pdf

image

COBIT 5 Foundation Training - The Gary Hardy Approach

c

https://www.youtube.com/watch?v=U24cmu-JiWY&feature=youtu.be&a

Introducing: COBIT 5 Online

https://www.youtube.com/watch?v=8x4Z2m9eRVg

COBIT and ITIL to Meet SOX Requirements

http://servicemanagers.org/cobit-and-itil-to-meet-sox-requirements/

Services and Enterprise Canvas review – Introduction

http://weblog.tetradian.com/2014/10/14/services-and-ecanvas-review-intro/

IT Planning Issues

http://briankseitz.wordpress.com/2014/10/14/it-planning-issues/

Services and Enterprise Canvas review – 1: Core

http://weblog.tetradian.com/2014/10/14/services-and-ecanvas-review-1-core/

STAR Methodology

http://www.metisstrategy.com/star-methodology/

image

Slide Show: Essentials of enterprise architecture tools

http://www.iasaglobal.org/Document.asp?DocID=805&utm_source=Copy+of+Architecture360+-+Oct+9&utm_campaign=Sept+Arch360&utm_medium=email

Effective Use of Business Architecture

http://www.bainstitute.org/resources/articles/effective-use-business-architecture

What’s a Business Architecture?

http://www.ronross.info/blog/2014/10/07/what%E2%80%99s-a-business-architecture/

What’s your definition of business architecture? Here’s ours:

a structural representation of a business solution as it relates to creating business value and achieving business goals

Like most practitioners we mean a blueprint.

Actually, blueprint doesn’t completely align with the dictionary definitions of architecture.[1] You can take your pick from the following alternatives, but not one of them refers to a representation of what is being built.

1. Art and Science: the art or practice of designing and building structures … in accordance with principles determined by aesthetic and practical or material considerations

2. Structure: formation or construction whether the result of conscious act or of growth or of random disposition of the parts … e.g., architecture and function of the cerebral cortex

3. Specific Result: instance of the exercise of the art or science of architecture … architectural product: architectural work … e.g., the mansions which comprise the entire architecture of the Square

4. Method of Style: a method or style of building characterized by certain peculiarities of structure …

The first definition above refers to architecture as an art and science. That’s what architecture students go to universities to learn, and what professional architects practice daily. Who today really thinks of business architecture as an art and science? It should be – and it probably will be eventually – but it’s not yet.

The first definition also highlights principles. Any viable approach to business architecture must enumerate its principles and adhere to them closely. That’s not just so much talk. The approach must provide proper thinking tools so that you can consistently act in accordance with the principles.

Do most current approaches to business architecture provide such thinking tools? I think not. If they did, they would feature:[2]

  • Business policies (in the context of business strategy), business rules, and decision engineering. Those things represent the intellect of the organization and the fundamental answer for question why.
  • A carefully factored approach whose component models cover each of the facets needed to communicate effectively with all the different audiences engaged with, or affected by, a business solution.

Let’s face it. Many techniques currently offered for ‘business architecture’ frankly aren’t even really about the business. They’re about – what else – IT’s view of the business.

Some related points:

1. We think that business architecture always involves some amount (often pervasive) of organizational transformation, which can be taken to include building a new business solution completely from scratch. Organizational transformation is inevitable, so other than buzzword appeal, there’s really no need to mention it in the definition of business architecture.

2. Architect can be used as a verb (to plan and contrive as an architect). Too bad “architecting” doesn’t roll off the tongue as easily as “designing” or “modeling”. After all, architecting business solutions is exactly what business architects should be doing daily.

Secrets to Architecting an Innovation Culture

http://insights.wired.com/profiles/blogs/secrets-to-architecting-an-innovation-culture?xg_source=shorten_twitter#axzz3G6HFEqmp

SAFe Program Consultant (SPC) Training & Certification Course

http://scaledagileacademy.site-ym.com/?page=SPCCertification

Architectural Epic Kanban Abstract

http://scaledagileframework.com/architectural-epic-kanban/

Agile Architecture Abstract

http://scaledagileframework.com/agile-architecture/

Principios de COBIT 5 para el gobierno efectivo de TI

http://searchdatacenter.techtarget.com/es/cronica/Principios-de-COBIT-5-para-el-gobierno-efectivo-de-TI#.VDwEUiP7S7s.twitter

“Enterprise architecture is to information as building architecture is to space.”

http://www.evernden.net/ea-and-building-architecture/

Using Kanban Jump Start

http://www.microsoftvirtualacademy.com/training-courses/using-kanban-jump-start

¿Qué es ‘EA Connector for Confluence’?

http://www.nosolodeiser.com/atlassian/ea_connector_for_confluence

Demystifying Antifragility: Beyond Agility Workshop

http://salhir.wordpress.com/2014/10/11/demystifying-antifragility-beyond-agility-workshop/

The Art of Enterprise Architecture

https://enklare.files.wordpress.com/2014/10/the-art-of-enterprise-architecture-1-0.pdf

http://enklare.wordpress.com/2014/10/12/the-art-of-enterprise-architecture-1-0-as-downloadable-pdf/

Webinar: Driving Your BA Career

http://enterprisearchitects.com/webinar-driving-your-ba-career/

lunes, 13 de octubre de 2014

Setting the Bar for Agile Architecture

http://intellyx.com/2014/06/02/setting-the-bar-for-agile-architecture/?utm_source=Intellyx+Cortex+Newsletter&utm_campaign=9a20c6e45c-Setting_the_Bar_Draft_6_1_2014&utm_medium=email&utm_term=0_1e589453ce-9a20c6e45c-222315785

Enterprise architecture: The key to cybersecurity

 

http://www.zdnet.com/enterprise-architecture-the-key-to-cybersecurity-7000021410/?utm_source=Intellyx+Cortex+Newsletter&utm_campaign=9a20c6e45c-Setting_the_Bar_Draft_6_1_2014&utm_medium=email

Beware the Dangers of Bimodal IT

 

http://intellyx.com/2014/10/12/beware-the-dangers-of-bimodal-it/?utm_source=Intellyx+Cortex+Newsletter&utm_campaign=9a20c6e45c-Setting_the_Bar_Draft_6_1_2014&utm_medium=email&utm_term=0_1e589453ce-9a20c6e45c-222315785

5 Key Components of a Successful Enterprise Architecture Function

http://blogs.salesforce.com/company/2014/08/enterprise-architecture-function.html

Creating and managing a successful enterprise architecture function requires a variety of different hard and soft skills. In addition, each company is different, and the enterprise architecture function needs to calibrate and align itself to the specific company.

With this in mind, there are five common features of a successful enterprise architecture function that apply to all companies:

1. Governance

Enterprise architecture (EA) requires governance, however not in the form of complex documents, forms or processes. The best governance starts with a simple, recurring dialogue across multiple functions facilitated by EA. I am always amazed at how valuable it is just to get cross-functional teams to talk.

Pick a specific topic, typically a critical pain point, which might be some business capability, and create a dialogue about how it works today. Each function will be able to share their perspective of how it “works,” and usually it’s educational for everyone in terms of learning how other groups are impacted. An enterprise effort can exist only when a cross-functional group of business functions prioritize that effort.

2. Talent

In my opinion, the best enterprise architects (EA) must have two critical qualities, pragmatism and business acumen, in addition to deep technical skills. Yes, it is important that they have good communication skills, good influencing skills, and are good at simplifying complex topics. But pragmatism and business acumen are critical as an Enterprise Architect.

A pragmatic EA is able to articulate current state, propose a future state and then pragmatically articulate a reasonable way to head towards that future state. Probably the hardest job of the EA is to find a path forward that is realistic given the current state architecture and the myriad of other constraints related to budget, resources and time. Perfection is the death sentence of enterprise architecture because it will lead to paralysis. Doing nothing means that systems will continue to atrophy. EA must find a way to move forward leveraging a pragmatic approach.

3. Executive Sponsors

For enterprise architecture to get real traction, you need the most senior level executive sponsors. The optimal situation is to get sales and customer service executives because revenue and customer are usually the highest priority in most companies. Regardless, get executive sponsors who have a strong, respected voice in your company. You don’t need every executive as a sponsor but you do need a critical mass. The reason for executive sponsors is that some of the tough decisions need to be driven top-down—only so much can be lead through grassroots activities. Common enterprise standards, policies, and governance require executive sponsorship.

4. Scope

Be careful not to over-scope EA. Pick a few key enterprise-level business pain points and start with those. Most EA teams have limited resources and budget (like all of IT) so pick your priorities wisely. Do a few things really well and avoid the trap of trying to kick off too many initiatives and spread your EA team too thin. It is sometimes difficult to reduce your scope when there are many challenges to choose from, but partner with your business partners to determine one or two key focus areas.

5. Business Value

EA must demonstrate business value. This means that the business functions must feel and articulate that EA is a value-add. The best way to accomplish this is to focus on improving business capabilities so that the business teams really feel the positive impact of EA. For example, if entitlement or your sales compensation process are broken and the business sees those are critical capabilities, focus on those.
Be wary of just doing “systems consolidation” projects or “technical upgrade” projects. Yes these are necessary but may not provide tangible business value. Always include some “wow” projects such as mobile apps or collaboration solutions. Find visible and exciting projects that motivate your EA team and add business value.

Visit salesforce.com for more on how our products support the enterprise archtecture role and download the free guide to building enterprise mobile experiences, 10 Essential Elements of Great Enterprise Mobile Apps.

Building a Business Case for an Architecture Model 1

 

 

http://blog.orbussoftware.com/building-business-case-architecture-model-1-approach/

Summit 2015

http://www.cutter.com/summit/2015/schedule.html#bea

Applying Enterprise Architecture

http://www.cutter.com/promotions/itj0911aa/eabHarris1.pdf

Enterprise Architects as Strategists

Enterprise Architects as Strategists

http://blogs.informatica.com/perspectives/2014/06/10/enterprise-architects-as-strategists/#fbid=LktBaWgBETG

The 2014 Enterprise Architecture Awards

 

http://www.infoworld.com/article/2686202/enterprise-architecture/2014-enterprise-architecture-awards.html

Enterprise architecture proves its worth

http://www.infoworld.com/article/2686205/enterprise-architecture/enterprise-architecture-proves-its-worth.html

Man drawing business strategy    181422430

Organisation and enterprise as ‘how’ and ‘why’

http://weblog.tetradian.com/2014/10/06/organisation-and-enterprise-as-how-and-why/

Enterprise-architecture as hologram

 

http://weblog.tetradian.com/2014/10/06/ea-as-hologram/

The Business Mapmaker

http://www.businessmapmaker.com/en/

10 things "wrong" with EA

https://www.linkedin.com/groups/10-things-wrong-EA-48747.S.5921954228061896704?trk=groups_items_see_more-0-b-ttl&_mSplash=1

Dragon1 EA Tool

http://www.dragon1.com/examples/scenario-analysis

Enterprise Architecture 101 for CEOs

 

https://www.linkedin.com/pulse/article/20141005051013-12167860-enterprise-architecture-101-for-ceos?utm_content=buffer3c1e1&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer

This brief article intends to throw some light into a highly misunderstood discipline that CEO's could otherwise use to their advantage. The discipline goes by Enterprise Architecture Management (EAM), or simply Enterprise Architecture (EA). Too many people, including some enterprise architects, regard EA as an IT concern. That is backward thinking! As its name implies, Enterprise Architecture is anenterprise concern.

A Definition of Enterprise Architecture

Enterprise Architecture is a management and governance discipline that translates business strategy into effective enterprise change by designing the required business capabilities, and planning and guiding the implementation of the changes to those capabilities using a holistic approach.

Why You Need an Enterprise Architecture Function

As a CEO you own a strategy to take your organization to the next level of success. But all too often you have been disappointed by the inadequate execution of your strategy. There is a good reason for that: you have entrusted the execution of your strategy to the wrong parties. Forgive my bluntness, but you are among the many CEOs who have not heard about or quite grasped the concept (and value) of Enterprise Architecture.

EA will take your strategy, analyze your existing business capabilities against it, and identify what changes are needed in order to match your business capabilities to your strategy. Then, it will go on to plan the implementation of those changes. While designing and planning, it will juggle several factors: your organization’s values, stakeholders’ concerns, drivers, constraints, and risks. Next, it will ensure that the parties in charge of implementing the changes are compliant with the design. Finally, it will continually ensure that the deployed capabilities do indeed deliver the expected business value.

Note that I have not used, nor do I need to, Information Technology (IT) in my above discussion. This is because EA is a holistic discipline; it designs, plans, and governs considering all verticals across the organization and all domains from strategy to operations. No-one else in your organization has this vantage point – neither Strategic Planning, nor Governance, nor Project Portfolio Management, nor any other function. That’s why you need EA.

Conclusion

I have succinctly described what EA is, how it operates, and what their purpose is. I have also made a distinction between Enterprise Architecture and IT architecture. Finally, if you really want your EA function to succeed, you need to be bold enough to take it under your wing. Don’t put it under any other CxO, they will not know what to do with it.

The Relative Value of EA Frameworks

http://ericstephens.me/the-relative-value-of-ea-frameworks/

Chess adn the Art of Enterprise Architecture

http://enterprisechess.com/

martes, 7 de octubre de 2014

The Balanced Scorecard Linkis

http://www.netmba.com/accounting/mgmt/balanced-scorecard/

http://www.jaxworks.com/thebalancedscorecardconcept.htm

5 Steps to Find the Right Measures

http://balancedscorecard.org/Resources/Performance-Measures-KPIs/5-Steps-to-Measurementimage

ARCHITECTURE WEBINARS

http://www.webagesolutions.com/webinars/categories/architecture.html

Matriz RACI–ITIL

http://es.it-processmaps.com/productos/itil-raci-matriz.html

 

RASCI – una ampliación del modelo RACI

El Mapa de Procesos ITIL utiliza una matriz RASCI para visualizar las responsabilidades de los roles ITIL en los procesos ITIL.

En RASCI, una ampliación del modelo RACI, se encuentran las siguientes responsabilidades:

  • R - Responsible (responsable de la ejecución)
    Alguien que desempeña una tarea determinada. Para cada tarea en un proceso ITIL existe normalmente un rol ITIL responsable de su ejecución.
  • A - Accountable (responsable del proceso en conjunto)
    Alguien que asume la responsabilidad conjunta final por la correcta y completa ejecución de un proceso y que recibe las informaciones de los responsables de la ejecución del proceso. Normalmente, el Responsable de Proceso asume la responsabilidad conjunta de un proceso y para cada proceso existe un Responsable de Proceso.
  • S - Support (apoyo)
    Alguien que apoya un rol ejecutivo en un proceso, contribuyendo a la implementación de una tarea en un proceso.
  • C - Consulted (consultado)
    Alguien que no está implicado directamente en la ejecución de un proceso pero que da algún tipo de input para el proceso y/o al cual se pide su consejo y opinión.
  • I - Informed (a informar)
    Alguien que recibe las salidas (outputs) de un proceso o a quien se informa de los avances del proceso.

Las matrices RACI tienen sobre todo sentido si múltiples roles asumen diferentes niveles de responsabilidad en varios procesos:

Ayudan como simple instrumento a comunicar responsabilidades de forma inteligible y contribuyen a evitar conflictos de competencias.

PMP Videos

https://www.cursogram.com/curso/microsoft-project-para-project-managers#.U366qvl_s8Q

https://www.cursogram.com/curso/navegando-por-la-guia-del-pmbok#.U366q_l_s8Q

http://jose-barato.blogspot.com.es/2013/02/estimados-lectores-queria-anunciarles.html

p3m

Enterprise Architecture – Zachman vs TOGAF

http://www.expertstown.com/enterprise-architecture-zachman-vs-togaf/?utm_source=dlvr.it&utm_medium=twitter

Principios Ágiles en Dirección de Proyectos

http://jose-barato.blogspot.com.es/2014/10/principios-agiles-en-direccion-de.html

Building a Business Case for an Architecture Model 1 – Approach

 

http://blog.orbussoftware.com/building-business-case-architecture-model-1-approach/

LIBRO: ORGANIZA UNA EMPRESA MAPEANDO SUS PROCESOS

http://mabrieno.com/cursos/libro-organiza-una-empresa-mapeando-sus-procesos/

Arquitectura Empresarial: Aspectos clave en la Gestión de Servicios TIC !!!

 

http://vfernandezg.blogspot.com.es/2013/11/arquitectura-empresarial-aspectos-clave.html

 

 

GEA NZ

http://ict.govt.nz/assets/Uploads/Documents/GEA-NZ%20Viewpoint%20-%20COE%20Reference%20Architecture.pdf

GEA-NZ v3.0 Overview

EA Resources

http://ict.govt.nz/guidance-and-resources/architecture/enterprise-architecture/

http://ict.govt.nz/assets/Guidance-and-Resources/Enterprise-Architecture-in-Government-Transformation-June-2014.pdf

Lead vs. Lag Indicators

http://ianjseath.wordpress.com/2009/08/26/lead-vs-lag-indicators/

IT BSC

http://www.ism-journal.com/ITToday/AU2621_CH04.pdf

http://www.totalmetrics.com/function-points-downloads/Balanced-Scorecard.pdf

ralIRM

http://www.realirm.com//

Building Business & IT Architecture Roadmaps

 

http://www.corso3.com/resources/webinars/building-business-it-architecture-roadmaps-archimate-togaf/

Metis STrategy

http://www.metisstrategy.com/interview/peter-high-3/

A Must-Read Book on the New Roles for CIOs and IT

https://www.linkedin.com/pulse/article/20141004155430-3639577-a-must-read-book-on-the-new-roles-for-cios-and-it

IT Service Management and Cloud

http://www.axelos.com/gempdf/IT_service_management_and_cloud_computing.pdf

TOGAF ADM–Main Steps

http://www.biggerplate.com/mindmaps/h364011/togaf-adm-main-steps

domingo, 5 de octubre de 2014

Balanced Scorecard Certification

http://www.intrafocus.com/services/balanced-scorecard-training/

CGEIT Resources

http://www.isaca.org/Certification/CGEIT-Certified-in-the-Governance-of-Enterprise-IT/Prepare-for-the-Exam/Study-Materials/Pages/default.aspx

http://www.braindumpscram.com/cgeit-braindump-26383.htm

http://www.testpapers.me/cgeit-test-papers-26383.htm#productsdetail

http://cgeitexamprep.wikispaces.com/page/messages/CGEIT+BEST+PRACTICE?o=0

http://www.tunitas.com/cgeit/

Lean IT Foundation

http://www.smme.com/training/lean-it/foundation

SFIA Info

http://www.smme.com/training/sfia

COBIT 5 Syllabus

http://vinsys.in/training-courses/cobit5-foundation-training/#tab-id-6

Module 1. Overview of COBIT®5 Workshop
Workshop Overview

Module 2. Principle 1: Meeting Stakeholder Needs
a)      COBIT®5 5 Goals Cascade

  1. Step 1. Stakeholder Drivers Influence Stakeholder Needs
  2. Step 2. Stakeholder Needs Cascade to Enterprise Goals
  3. Step 3. Enterprise Goals Cascade to IT-related Goals
  4. Step 4. IT-related Goals Cascade to Enabler Goals

b)      Using the COBIT®5 5 Goals Cascade

c)       Benefits of the COBIT®5  5 Goals Cascade

d)      Using the COBIT®5 5 Goals Cascade Carefully

e)      Using the COBIT®5 5 Goals Cascade in Practice

f)       Governance and Management Questions on IT

g)      How to Find an Answer to These Questions

Module 3. Principle 2: Covering the Enterprise End-to-end

a)      Governance Approach

b)      Governance Enablers

c)       Governance Scope

d)      Roles, Activities and Relationships

Module 4. Principle 3: Applying a Single Integrated Framework

COBIT®5 Framework Integrator

Module 5. Principle 4: Enabling a Holistic Approach

a)      COBIT®5 Enablers

b)      Systemic Governance and Management Through Interconnected Enablers

c)       COBIT®5 Enabler Dimensions

d)      Enabler Dimensions

e)      Enabler Performance Management

f)       Example of Enablers in Practice

Module 6. Principle 5: Separating Governance From Management

a)      Governance and Management

b)      Interactions Between Governance and Management

c)       COBIT®5 Process Reference Model

Module 7. Implementation Guidance

a)      Introduction

b)      Considering the Enterprise Context

c)       Creating the Appropriate Environment

d)      Recognizing Pain Points and Trigger Events

e)      Enabling Change

f)       A Life Cycle Approach

Getting Started: Making the Business Case

Vinsys

Courses

Certification

http://vinsys.in/corporate-training/trainer-profiles/vishal-vyas-itsm-training-delivery-head/