VAL IT (value from IT investments) is a framework that outlines
governance best practices for information technology-enabled business
investments.
VAL IT was developed by ISACA, an independent, nonprofit, global
association that engages in the development, adoption and use of globally
accepted information system (IS) knowledge and practices. The goals of the Val
IT framework are to help organizations define the relationship between IT and
business, guide IT investments and manage investment portfolios for IT-enabled
business.
Val IT is based on seven principles:
- IT-enabled investments will be managed as a portfolio of investments.
- IT-enabled investments will include the full scope of activities that are required to achieve business value.
- IT-enabled investments will be managed through their full economic life cycle.
- Value delivery practices will recognize that there are different categories of investments that will be evaluated and managed differently.
- Value delivery practices will define and monitor key metrics and will respond quickly to any changes or deviations.
- Value delivery practices will engage all stakeholders and assign appropriate accountability for the delivery of capabilities and the realization of business benefits.
- Value delivery practices will be continually monitored, evaluated and improved.
Val IT is based on the Control Objectives for Information and related
Technology (COBIT) from ISACA's IT Governance Institute. COBIT provides a
comprehensive framework for the development, implementation, monitoring and
improvement of information technology governance and management practices. Val
IT "complements COBIT from a business and financial perspective," and
adds best practices that help measure, monitor and maximize business value
stemming from IT investments, according to ISACA.
Val IT addresses assumptions, costs, risks and outcomes related to
IT-enabled business investments. It also provides benchmarking capability and
allows enterprises to exchange IT value management best practices.
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