ITSM FINAL

PROJECT
Group 1
Aiswarya B S
Pooja Gupta
Sangeeta Bori
NHS Fife Hospital ( Health Care Industry)

Introduction

The NHS is the National Health Service trust that provides public health care
services across the UK

It covers a range of services from primary care to acute services, involving

community hospitals across the region

NHS Fife began working with COBIT in 2007, led by the need to ensure that its
e-health services were aligned with NHS’s national and local strategies
3
Business Level
KPI
• Average Hospital Stay- Evaluate the amount of time the patients
are staying
• Treatment Costs-Calculate how much a patient costs to the
facility
• Hospital Readmission Rates-Track how many patients are coming
back
• Patient Wait Time-Monitor waiting times to increase patient
satisfaction
• Patient Satisfaction-Analyze patient satisfaction in detail
• Patient Safety-Prevent incidents happening in the facility
• ER Wait Time-Identify rush hours in emergency room
• Costs by Payer-Understand the type of health insurance of the
patients
KGI –
Transforming health and care to be the best
Outcome
• Performance against the Emergency
Access four-hour standard improved
during the year, with 96.6% achieved
against the 95% standard.
• There was continued good performance
against the Cancer 31-Day Diagnosis to
Treatment standard, with 97% of
patients starting treatment within 31
days.
• Alcohol Brief Interventions showed
5421 achieved, whilst the number of
registered dementia patients reached
3294.
• For Inpatient/Day cases treated within
12 weeks, Fife achieved 98.5%, slightly
short of the Treatment Time Guarantee,
but well above the national average.
• Meanwhile, 96.2% of patients waiting
for an Outpatient appointment waited
no more than 12 weeks
IT Governance Goals(IT Level KGI)
IT governance goals for each quadrant:

Learning and growth

perspective: Ensuring IT Corporate perspective:
sustainability Delivering value and
managing risk

Customer perspective:
Exceeding customer Internal (operations)
expectations perspective: Achieving
operational excellence
 Strategic alignment—Ensuring linkage between NHS Fife corporate and IT
strategic plans

Value delivery—Ensuring information services’ value proposition throughout the

IT delivery cycle and across IT programme, projects and operational areas

IT Level KPI Risk management—Ensuring risk awareness and active mitigation of risk by
senior corporate officers and IT management

Resource management—Ensuring optimal investment in, and the proper

management of, critical IT resources

Performance measurement—Monitoring the achievement of IT strategic goals

and objectives including value and risk management, project completion and
success, IT resource usage, and IT process performance and service delivery,
using balanced scorecards that translate strategy into action.
 COBIT IMPLEMENTATION
The implementation of COBIT was divided into two phases.

• Phase one involved training the key process owners from

the e-health team on IT governance, COBIT 4.0 and
Meycor COBIT tools.

Phase two involved:

• Raising awareness of IT governance across the e-health

team
• Further training on the COBIT framework and Meycor
COBIT tools
• Identifying all relevant process owners and
responsibilities
 At the present time, the e-health infrastructure team is
focused on consolidated metrics and establishing
relevant dashboards suitable for specific needs,
particularly support team management

With the release of COBIT 5 and an especially

challenging e-health delivery programme for the
Conclusion forthcoming years in NHS Fife, the organization is
focusing even more intently on meeting stakeholders’
expectations

reviewing the e-health governance structure of NHS Fife

to ascertain how to make the best use of the additional
features, especially the principle of meeting stakeholder
needs
Sunnybrook Health Sciences Centre
Introduction

Sunnybrook Health Sciences Centre (Toronto, Ontario, Canada) is one of the

largest academic teaching hospitals in Canada

Its 10,000 staff, physicians and volunteers provide care to more than one
million patients each year

Over the past 60 years, Sunnybrook has evolved from its original role as a
veterans’ hospital into a center for acute patient care, education and research
 1
3

Sunnybrook Health Sciences Centre

Processes that ensure

that Sunnybrook’s
information services
group sustains and
extends Sunnybrook’s
enterprise strategies and
objectives.

At an annual IT planning retreat, Sunnybrook’s
chief information officer (CIO) expressed the
need for increased focus on technical and
process risk management within the IT
management team
immediately supportive of the IT governance
programme proposal because it aligned with
the emerging corporate enterprise risk
management (ERM) and value-focusing efforts
for hospital clinical care delivery
. Members of IT management also
appreciated the opportunity to structure,
define and measure value and risk
considerations within their respective IT
strategic programme
 1
Information Services Strategic Goals 5

national leader in the development use information systems and

of personal health records through technologies to improve the
expansion of the MyChart™ integration of care across health
programme care providers
lead in the development of real-
time information management
tools and implement clinical data
warehouses for health services
research implement an IT governance
lead in the design and build of framework.
innovative health care solutions
IT Governance
 1
IT governance framework 7

Perspective Generic Measurements

provides the essential

managerial process
COBIT 4.1 control framework for
day-to-day IT service
creation and delivery.
provides risk
assessment and risk
Risk IT
mitigation across all IT
services.

provides IT project,
programme and
portfolio value
Val IT
management
objectives and controls.
 GlaxoSmithKline

GSK researches and makes vaccines that protect against

infectious diseases, including influenza, rotavirus, cervical
cancer, measles, mumps and rubella. It makes innovative
consumer health care products, with a portfolio that includes
well-known brands such as Horlicks, Panadol and Sensodyne.
GSK is a global company operating in more than 115 countries
with approximately 100,000 employees.
.
Our goal is to be one of the world’s most innovative,
best performing and trusted healthcare companies

Our values and expectations are at the heart of

everything we do and help define our culture - so that
together we can deliver extraordinary things for our
patients and consumers and make GSK a brilliant place to
work.
Business Model
 Decision Domain
IT Principles IT Architecture IT Infrastructure Business Application IT Investment
Govern- Strategies Needs
ance input decision input decision input decision input decision input decision
Arche-
type
Business BOD Executive BOD BOD
Monarchy CEO Executive Directors CEO CEO
Executive Directors Executive
Directors Directors

IT
Monarchy
Feudal
Federal Head of All Head of All Head of All Head of All Head of All
Department Department Department Department Department
s s s s s

IT
Duopoly
Anarchy
Don’t 21
Know
 IMPLEMENTATION OF IT GOVERNANCE
• Shortly after the formation of the new global support department, the need for an
evaluation of governance processes was identified
• aim was to verify that the newly formed organization has the right structures,
processes and controls in place to enable successful execution of its strategy

• Steps to create Governance

• Identify the applicable process areas from COBIT 4.1.

• Identify the applicable control objectives within each process area.
• Perform the risk assessment
• Identify which existing processes, procedures or working practices address this
process area, and evaluate against the control objectives.
• Review with subject matter experts and senior management
• Document any gaps or weak controls, describing the risk and input this
information
IT Governance Framework
IT governance focus areas includes the following:

01 02 03 04

IT organization and The strategic alignment of Quality, risk and control Communications, training
relationship governance business and IT objectives policies framework and knowledge management

05 06 07

Investment portfolio, System development, Third-party services/supplier

financial management and deployment and maintenance management
value delivery governance
Progress against our long-term priorities
Innovation
• New R&D approach with a focus on
science related to the immune
system, human genetics and
advanced technologies
• Strengthened pipeline with 33' of 46
medicines in development targeting
modulation of the immune system
• Accelerated our oncology pipeline
by doubling the number of assets in
clinical development via advancing
key internal assets e g GSK '916.
and targeted business development,
e.g. acquisition of Tesaro and the
proposed alliance with Merck KGaA
• Launched Juluca, the first two-drug
HIV regimen, and expanded
indications for Trelegy Ellipta and
Nucala
Performance
• Total 2018 turnover £17.3
billion, flat AER, up 296 CER
• New Respiratory product sales
• £2.6 billion, up 35% AER, 38%
CER; HIV sales £4.7 billion, up
9% AER, 11% CER
• Refined the priority markets in
which we target our resources
to accelerate growth
• Simplified our Pharmaceuticals
supply chain, separating it
from Consumer Healthcare, to
improve competitiveness
Trust
• Approval of tafenoquine, the
first new treatment for P.
vivax malaria in 60 years
• Partnering to increase access
to paediatric formulations of
our HIV medicines
• Trained over 15,000
healthcare professionals
across 21 countries on the
appropriate use of antibiotics
RACI Off-shoring Stability Test Conducting
 Harley-Davidson(Manufacturing Industry)

Vision Statement

Harley-Davidson, Inc. is an action-oriented, Mission statement

international company, a leader in its
“We fulfill dreams through the
commitment to continuously improve our
experiences of motorcycling, by
mutually beneficial relationships with providing to motorcyclists and to
stakeholders (customers, suppliers, the general public an expanding
employees, shareholders, government, and line of motorcycles and branded
society). Harley-Davidson believes the key products and services in selected
to success is to balance stakeholders’ market segments.”
interests through the empowerment of all
employees to focus on value-added
activities.”
Business Goal: Produce and sell high-quality motorcycles

Getting management, information technology (IT) and audit speaking the same language
Challenge: working toward increased control, while still respecting the company’s unique culture

New department: Control and risk mitigation needed a framework

that focused on key value areas important to the business

Accomplished by building consensus among varied departments

 It is an internationally accepted standard for IT
governance and control practices.

It can be used by management, end users, and IT

audit and security professionals, and it provides a
Reasons common language.

for It provides a means for benchmarking controls

compliance.
selection
of COBIT Other leading standards, including ISO 17799, ITIL
and NIST, harmonize and map to COBIT.

The company was able to gain agreement with the

external auditor on the same framework and control
objectives.
PROCESS

• Team started by mapping implemented controls to COBIT

• Compared the results to a previously accepted Big 4
accounting firm’s COBIT mapping
• Tracking and reporting are important components of ongoing
IT governance activities
• Driving internal change was also a key goal of this highly
competitive company
• COBIT benchmarking was an invaluable tool for independent
comparison
 • Execute its business plans and strategies, including the
elements of the More Roads to Harley-Davidson plan
• Realize expectations concerning market demand for electric
models
• Develop and introduce products on a timely basis that the
market accepts
• Successfully carrying out its global manufacturing and
Forward looking •
assembly operations
Negotiate and successfully implement a strategic alliance
Statements relationship with a local partner in Asia,
• Manage risks that arise through expanding international
manufacturing, operations and sales,
• Effectively implement changes relating to its dealers and
distribution methods,
• Accurately analyze, predict and react to changing market
conditions
• Reduce other costs to offset costs of the More Roads to
Harley-Davidson plan
Harley- Davidson RACI
 IT governance End users need to be IT can easily show It helps establish a
personnel can map aware of only one compliance with consistent focus.
frameworks “behind standard. multiple frameworks.
the scenes.”

Conclusion

It gains external audit It establishes the There is a It provides a

agreement on the ability to use control comprehensive view foundation for all
company’s control objectives to help of the risk and control future internal and
position. identify root causes. environment. Sarbanes-Oxley-
related audits
Ontario Pension Board(Government)
Our Mission

Outstanding service and Our Vision

retirement security for our
members — today and tomorrow Striving to be the world's
leading pension plan

Our Values

Humility: We temper our

accomplishments Code of Conduct
Integrity: We do the right thing
Performance: We are driven to succeed Board members, officers,
Partnership: We are stronger together employees and designated
Innovation: We have the courage to contractors are bound by our Code
forge new paths of Conduct, which covers matters
ranging from confidentiality to
personal trading
 The Manta Group developed its
COBIT Assessment Framework to
accelerate assessment and reduce
the costs of adopting COBIT 4.0

Uses a high insight-to-effort

methodology, tailored to the client
COBIT
Assessment
Framework Rapid assessment and identification
of under-controlled targets for quick-
win results

Determining what level of maturity is

desirable and why
 Build a control environment using COBIT for the
Build structure of IT and the services IT needs to deliver to
meet business objectives;

Analyze the current state of service delivery at OPB and

Analyze the interrelationship with current outsourcing services;

Project Scope Clearly define the integration of IT Services, PMO and

Define the outsourcing vendor;
and Structure

Conduct a gap assessment between as-is status and to-

Conduct be model;

Provide recommendations with an accompanying

Provide roadmap to assist OPB in implementing its vision.
Ontario
Pension
Board
 Conclusion

• Most COBIT control objectives were found to meet OPB’s

acceptable criteria, from both a process maturity and impact
point of view
• OPB’s IT organization gained an insight into the COBIT
framework
• Able to identify specific control objectives that relate to its
current outsourcing relationship
• OPB’s IT management was able to identify potential areas
for IT Services & PMO roles and responsibility alignment
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Thank you