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The maturity model is a way of measuring how well developed management processes are, ie, how capable they actually are How well developed or capable they should be primarily depends on the IT goals and the underlying business needs they support How much of that capability is actually deployed largely depends on the return an enterprise wants from the investment For example, there will be critical processes and systems that need more and tighter security management than others that are less critical On the other hand, the degree and sophistication of controls that need to be applied in a process are more driven by the enterprise s risk appetite and applicable compliance requirements The maturity model scales will help professionals explain to managers where IT process management shortcomings exist and set targets for where they need to be The right maturity level will be influenced by the enterprise s business objectives, the operating environment and industry practices Specifically, the level of management maturity will depend on the enterprise s dependence on IT, its technology sophistication and, most important, the value of its information A strategic reference point for an enterprise to improve management and control of IT processes can be found by looking at emerging international standards and best-in-class practices The emerging practices of today may become the expected level of performance of tomorrow and are therefore useful for planning where an enterprise wants to be over time The maturity models are built up starting from the generic qualitative model (see figure 10) to which principles from the following attributes are added in an increasing manner through the levels: Awareness and communication Policies, standards and procedures Tools and automation Skills and expertise Responsibility and accountability Goal setting and measurement The maturity attribute table shown in figure 12 lists the characteristics of how IT processes are managed and describes how they evolve from a non-existent to an optimised process These attributes can be used for more comprehensive assessment, gap analysis and improvement planning In summary, maturity models provide a generic profile of the stages through which enterprises evolve for management and control of IT processes, and are: A set of requirements and the enabling aspects at the different maturity levels A scale where the difference can be made measurable in an easy manner A scale that lends itself to pragmatic comparison The basis for setting as-is and to-be positions Support for gap analysis to determine what needs to be done to achieve a chosen level Taken together, a view of how IT is managed in the enterprise The COBIT maturity models focus on capability, but not necessarily on performance They are not a number for which to strive, nor are they designed to be a formal basis for certification with discrete levels that create thresholds that are difficult to cross However, they have been designed to be always applicable, with levels that provide a description an enterprise can recognise as best fitting its processes The right level is determined by the enterprise type, its environment and strategy Performance, or how the capability is used and deployed, is a cost-benefit decision For example, a high level of security management may have to be focused only on the most critical enterprise systems Finally, while higher levels of maturity increase control over the process, the enterprise still needs to analyse, based on risk and value drivers, which control mechanisms it should apply The generic business and IT goals as defined in this framework will help with this analysis The control mechanisms are guided by COBIT s control objectives and focus on what is done in the process; the maturity models primarily focus on how well a process is managed Appendix III provides a generic maturity model showing the status of the internal control environment and the establishment of internal controls in an enterprise A properly implemented control environment is attained when all three aspects of maturity (capability, performance and control) have been addressed Improving maturity reduces risk and improves efficiency, leading to fewer errors, more predictable processes and a cost-efficient use of resources.

(A24)

The continuous uniform distribution is a family of probability distributions such that for each member of the family all intervals of the same length on the distribution s support are equally probable The probability density function of the continuous uniform distribution is f (x) = 1 b a 0 for a u x u b , for x < a or x > b = (x a) (x b) b a (A25)

A1321 Bernoulli Distribution This is a discrete family of probability distributions indexed by parameter p, 0 u p u 1 Put q = 1 p The random variable has only two possible values, say, 0

p

Source: 1996, 1998, 2000, 2005 IT Governance Institute (ITGI) All rights reserved Used by permission

q 0

(A26)

of relevant and differentiated extension ideas However, several challenges face any team undertaking this task

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A1322 Binomial Distribution The family is indexed by parameters p and n, where 0 u p u 1 and n is a positive integer Put q = 1 p The binomial distribution is given by the terms in the expansion of (q + p)n

P ( = k) =

Awareness and Communication 1 Recognition of the need for the process is emerging Tools and Automation Some tools may exist; usage is based on standard desktop tools A training plan does not exist and no formal training occurs Minimum skill requirements are identified for critical areas Training is provided in response to needs, rather than on the basis of an agreed plan, and informal training on the job occurs Skill requirements are defined and documented for all areas A formal training plan has been developed, but formal training is still based on individual initiatives Skills and Expertise Skills required for the process are not identified

(A27)

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