What Will You’ll Learn

This course provides the details of capacity planning as a repeatable process for IT infrastructure, cloud computing, and data centers. It’s about understanding service levels and resource usage and aligning capacity requirements with business demands with trending and forecasting.

Capacity Planning training course covers tactics for doing performance analysis, system sizing, performance measurements, trend analysis in today¹s challenging business and IT environment. Performance analysis and planning are often forgotten due to the project completion on time.

 Objectives

After completing this boot camp, attendees will be able to:

  • Review of designing, implementing and managing world-class infrastructure and applications
  • Review enterprise management and IT system management processes
  • Explain the basics of capacity planning and performance management
  • Understand the engineering tools and procedures required for capacity planning
  • Explain the Capacity Planning problem
  • Review of Capacity Planning applications
  • Define a Capacity Planning methodology
  • Define a process
  • Define a strategy
  • Define capacity areas
  • Define the capacity variables
  • Define performance models
  • Model calibration and validation
  • Understand performance and availability of new infrastructure and applications
  • Identify capacity and performance management best practices
  • Understand inventory and asset management processes
  • Explore Service Level Management (SLM)
  • Describe how to define, structure, manage and maintain inventory and manufacturing capacity
  • Define metrics, models and methods
  • Understand workload forecasting
  • Define measuring the performance
  • Identify the relationship between Business Metrics of Interest (BMIs) and available system performance metrics
  • Explore project management process of capacity planning
  • Review successful capacity planning deployments
  • Discuss successful and unsuccessful capacity planning projects
  • Step through a practical process for managing a capacity planning project
  • Explore benchmarking, load testing, workload forecasting, and performance modeling of Web services
  • Develop a capacity utilization and forecast plan to achieve costs, quality, and customer satisfaction objectives
  • Explore the current and future market trends
  • Explor Green Capacity Planning
  • Perform trend analysis and forecasting
  • Review examples and case studies

Course Outline :

  • Introduction To Capacity Planning
  • ITIL Capacity Management
  • Understand The IT Resources Needed To Deliver Acceptable Service
  • The capacity planning problem
  • Capacity planning processes
  • Modeling applications
  • Capacity And Performance Management
  • Modeling Of Related Systems
  • Probability Theory And Statistics
  • Performance Management Processes
  • Performance Monitoring
  • Performance Management Control
  • Recommendations For Performance Improvement
  • Performance Measurement Techniques
  • Analyzing Network Traffic
  • Traffic Measurements
  • Optimizing Networks
  • Capacity Planning Applied
  • Capacity Planning And Web Services
  • Capacity Planning Trend Analysis, Forecasting And Improvements
  • Trending With Forecasting Methods
  • Modeling For Forecasting
  • Forecasting Performance

It Policy & Procedure Overview

Describe The Framework Of It Policy & Procedure

  • What are IT Policies & Procedure
  • Need for IT Policy & Procedure
  • Common IT Policy & Procedure Characteristics
  • Common IT Policy & Procedure Components
  • Data Classification
  • Risk Profiling
  • IT Policy Review

Policy & Procedure For It Planning & Organization

  • IT Strategic Plan Policy & Procedure
  • IT Architecture Policy & Procedure
  • IT Direction Policy & Procedure
  • IT Processes, Organization and Relationships Policy & Procedure
  • IT Investment Management Policy & Procedure
  • Management Aims and Direction Communication Policy & Procedure
  • IT Human Resources Management Policy & Procedure
  • IT Quality Management Policy & Procedure
  • IT Risks Assessment & Management Policy & Procedure
  • IT Projects Management Policy & Procedure

Policy & Procedure For It Acquisition And Implementation

  • Automated IT Solutions Identification Policy & Procedure
  • Acquire and Maintain Application Software Policy & Procedure
  • Acquire and Maintain IT Infrastructure Policy & Procedure
  • Enable IT Operation and Use Policy & Procedure
  • IT Resources Procurement Policy & Procedure
  • IT Change Management Policy & Procedure
  • IT Solutions and Changes Accreditaion and Installation Policy & Procedure

Policy And Procedure For It Deliver And Support

  • IT Service Level Management Policy & Procedure
  • Third-party Services Management Policy & Procedure
  • IT Performance and Capacity Management Policy & Procedure
  • IT Continuous Service Policy & Procedure
  • IT System Security Policy & Procedure
  • IT Costs Identification and Allocation Policy & Procedure
  • Users IT Education & Training Policy & Procedure
  • IT Service Desk and Incidents Management Policy & Procedure
  • IT Configuration Management Policy & Procedure
  • IT Problem Management Policy & Procedure
  • Data Management Policy & Procedure
  • IT Physical Environment Management Policy & Procedure
  • IT Operation Management Policy & Procedure

Policy & Procedure For It Monitoring And Evaluation

  • IT Performance Monitoring and Evaluation Policy & Procedure
  • IT Internal Control Monitoring and Evaluation Policy & Procedure
  • IT Regulatory Compliance Policy & Procedure
  • IT Governance Policy & Procedure

 

Course Description

Material used information technology that increasingly massive in the company, will continue to develop and increasingly strong and critical his role. Therefore was needed by the expertise that could bridge the problem of information technology and the business from each company that made IT the component that was very important in the company. This expertise will become the matter of the centre and critical in the IT role in the future (Pivotal IT Role for the Future) that at this time began to be paid attention to by IT Profesional, this expertise was IT Business Analyst.

 

Course Outline

Overview Of It Businss Analyst Activities Throughout The Life Cycle

  • Role of a Business Analyst
  • Why a Business Analyst?
  • Structure of Development Team
  • Positionof a Business Analyst inthe development team System Development Life Cycle(SDLC)
  • Understanding concept of Business Modelling
  • Requirement Gathering
  • Analysis
  • Design
  • Implementation
  • Testing
  • Deployment
  • Adapting the path through phases
  • Placing the IT Project Lifecycle in Perspective

Meeting Guide

  • Planning for the Meeting
  • Review Meeting (Structured Walkthrough and Gate Review)
  • Meeting Objective (Kick-Off Meeting): Identify Opportunities and Challenges
  • Meeting Objective: Identify Stakeholders and Interests
  • Meeting Objective: Analyze Impact on Business Services and Processes
  • Meeting Objective: Analyze Risk
  • Meeting Objective: Requirements Management – Setup and Planning
  • Meeting Objective: Define Internal Workflow for End-to-End Business Process
  • Meeting Objective: Describe Users
  • Meeting Objective: Identify User Tasks
  • Meeting Objective (Static Modelling): Define Business Concepts, Objects, and Rules
  • Meeting Objective: Define Non-Functional SLRs
  • Meeting Objective: Gather Detailed User Requiements
  • Meeting Objective: Analyze the Life Cycle of Business Objects
  • Meeting Objective: Gather Service Desk Requirements

Standards And Guidelines

  • ITIL, UML

Requirement Gathering Strategy

  • Importance of Requirement gathering
  • Requirement Gathering Techniques
  • Different Types of Requirements
  • JAD Session
  • Role of a BA in JAD Session
  • Preparing JAD Session Agenda
  • How to conduct JAD session?
  • Creating Functional Requirement Document
  • Creating Software Requirement Specifications

Software Engineering Methods

  • Waterfall Method
  • Rational Unified Process (RUP)
  • RAD methodology
  • Synchronize & Stabilize Methodology
  • Prototype Model
  • Comparison between Waterfall & RUP
  • Artifacts Delivered at Each Phase of RUP Use Case
  • Understanding Use Cases
  • Use Case Relationships
  • Use Case Brainstorming
  • Creating Use cases from Requirements
  • Creating Use Case Narratives
  • Change Management & Version Control Concept

Modelling Methodology

  • Use Case Diagrams
  • Activity Diagrams
  • Sequence Diagrams
  • State Chart Diagrams Businesss Analyst TOOLS
  • Different TOOLS used at different SDLC stages

It-Ba Toolkit

  • IT-BA Tools Overview
  • Activity diagram
  • Block diagram
  • Business Process Diagram (BPD)
  • Business Process Modelling
  • Business Use Case
  • Requirement Gathering Tools
  • Business Modeling & Analysis TOOLS

Software Testing

  • Introduction to QA Methodology
  • Role of IT-BA in Testing
  • Creating Test Plans
  • Creating Test Cases
  • Different Testing Methods
  • Functional and Regression testing
  • White Box and Black Box Testing
  • Positive and Negative Testing
  • GUI and Unit Testing
  • User Acceptance Testing
  • Other test director features
  • Review Session

Audience

This Course is designed and valuable for IT Management, IT Professionals and Practitioners who would like to understand the importance of IT Governance by providing directions into right decisions for a better bottom line.

 

Description

This unique course is specially designed to provide us with the concept of IT Governance and then quickly focus on the five major IT Governance focus areas (Strategic Alignment, Value Delivery/Creation, Risk Management/Value Preservation, Resource Management and Performance Measurement).  Discussion on how to use COBIT and Val IT to implement IT Governance will also be presented. The understanding and implementation of IT Governance framework will ensure that IT is aligned with business; enables business and maximize its benefit; resources are used responsibly; risks are managed appropriately; clear ownership and responsibilities. The IT Governance implementation framework will provide us with a roadmap and process guidance on how to implement IT Governance using CobiT as well as ITGI’s framework for ensuring and measuring value from IT-enabled investment. A generic action plans that we can tailor and adopt to suit our organization use will be presented during this course.

 

Prerequisites

Understanding on the value of business and IT alignment

 

Objectives

Understand the concepts of IT Governance and appreciate the scope, roadmap and how to employ best practices inside your organization.

 

Course Outline

The course covers the following topics:

  • Governance Concept
    • Enterprise, Corporate and Business Governance
    • The Agency Concept
    • Corporate Ethics and Accountability
    • International Scandals and their impacts
    • Model of Corporate Governance (The UK, OECD, Canada, Australian and USA (SOX) Experience
    • Putting Governance into Practices
    • Key Component of Governance (Objectives, Enablers and Views)
  • IT Governance Fundamental
    • Enterprise, Business and IT Governance
    • Key Assets of Governance
    • Board and Management Briefing on IT Governance: How to manage the expectation
  • IT Governance Fundamental And Coverage
  • Strategic Alignment, Value Delivery, Risk Management, Resource Management, Performance Management
  • IT Governance Toolkit for supporting implementation for Management and Board
    • A IT Governance Implementation Plan is Required
    • Roles and Responsibilities for IT Governance
    • IT Governance Maturity Model
    • IT Governance vs. IT Management
    • Integrated IT Governance Component
  • IT Governance Global Survey 2008
    • Lessons Learnt
    • Key Findings
  • IT Governance Framework And Roadmap
    • IT Governance Reference Model
  • Sources Or Framework For IT Government
  • BSC, COBIT 4.1, Val IT , ITIL 2 and 3, PMBOK v4, PRINCE 2
  • Others: COSO, ISMS/ISO 27001, ISO 20000, CMMI/SPICE. AS-8015- 2000, ITIM
  • Strategic Planning & Business Alignment
    • Basic Notion
    • Strategy to Bottom Line Value Chain
    • Michael Porter’s Value Chain Concept
    • The Enterprise Value Proposition: Building the Enterprise Scorecard
    • IT Business (Strategic) Alignment
    • IT Engagement Model
    • Strategic Alignment as a process
    • Alignment Warm-up Test
    • Strategic Alignment Maturity Assessment
    • Overcoming Alignment and Obstacles and Constraints
    • Selecting Alignment Metrics
    • Business Plan/Portfolio/Project/SDLC/IDLC/PDLC Model
    • Case Study: A World Class IT Alignment Governance Process
    • Business/IT Planning, Investment Approval, Execution and Evaluation
    • Business and IT Plan Outline and Planning Cycle
    • Enterprise Architecture
  • Value Creation & Delivery
    • Val IT Framework (VG, PM and IM) and IT Investment
    • CPM (Corporate Portfolio Management)
  • Tools & Techniques For Cpm
  • ROI/Payback, IRR/NPV/B/C, Monte-carlo, Prediction Market, Star-gate, Real Option Analysis
    • Organization Maturity and Competency
    • Business Case Development and Template
    • IT Portfolio Management: Discovery, Project and Asset Portfolio
    • IT Portfolio Management Processes
    • GAO’s ITIM
    • IT Portfolio Maturity Model
    • ITSM – ITIL
  • Resource Management
    • IT Asset Portfolio: Infrastructure, Process, Information and Human Capital
    • Application Portfolio
    • Technical Quality and Business Value for Application
    • Attributes for Application
    • Documenting and Balancing the Application Portfolio
  • Value Preservation
  • GRC
  • The cause of IT Risks
  • Developing Risk Management Capability
  • Risk Management at different level
  • COBIT and PMBOK approach to Risk Management
  • Managing and optimizing the degree of risk at teach level in the enterprise.
  • The Programme Risk Management Approach
  • The Approach to building the foundation for effective risk management
  • IT Governance Implementation Guide
    • 9 Guidelines for better IT Governance
    • IT Governance Implementation Guide using CobiT and Val IT
    • Case Study: ITSM Implementation Model

Overview

Managing IT Risk is required starting from someone decides to open the doors for business and it does not end until the company out of business. Similar to other risks, IT risk is something to be managed, not eliminated. Managing IT risk is about making trade-offs between risk and return, between the risks a company can bear and the risk it would rather avoid. However, no company can be completely risk-free.

During this course students will understand what are IT risk, IT Portfolio Risks and its governance framework. This course will also look at the OCTAVE, NIST, COBIT and PMBOK approach for self-directed security evaluations and prioritization.

 

Audience

This course is specifically designed to any Management, IT and non-IT professionals and managers, IT assurance officers, IT auditors and professional Risk professionals to start understanding, managing and becoming comfortable in making decision regarding to IT risks. Managers with limited IT knowledge would also be able to attend this course, as long as he/she has experience in the area of governance, control, audit, operation or managerial skills and would like to understand more about IT risks.

 

Prerequisites

Some experience in the areas of Governance, Management, Control, Audit and Security will be useful. Intensive knowledge of IT is not required to follow this course.

 

Objectives

  • Understand the importance of managing IT Risks using comprehensive IT Risk Framework
  • Understand various framework available in managing IT Risks, including their strength and weakness
  • Be able to use and apply it into organization

 

Course Outline

Introduction It Risks

  • The cause of IT Risks (Ineffective IT Gov, Uncontrolled Complexity and Inattention to Risks)
  • IT Governance
  • IT Risk As business Risk and Business Value
  • IT Risk Management Framework

It Risks Portfolio And 7 Classes Of It Risks

  • Projects
  • IT Service Continuity
  • Information Assets
  • Service Providers
  • Applications
  • Infrastructure
  • Strategic and Emergent
  • Understanding Relationship between IT Risk Classes

It Risk Management Framework

  • Building the Foundation
  • Well Designed and Executed Risk Governance Processes
  • Developing a Risk-Aware Culture

Part 1: Building The Foundation

  • Infrastructure, Application, People and Processes
  • ITIL (IT Infrastructure Library) Framework (version 2 and version 3)
  • Fixing the Foundation and IT Risk Pyramid (4As)
  • Managing Business Continuity Plan (10 step of BCP)
  • Plug Holes in the organization using IT Audit and the knowledge of IT Teams as a guide
  • Implement Basic IT Control and Industry Best Practices (COBIT)
  • Simplifying the Installed Base (Enterprise Architecture)
  • Simplifying Applications
  • Forecasting Trends in Application Risks

Developing The Risk Governance Process

  • IT Risk Governance process
  • Multi-layer IT Risk Governance Process  and 6 Organization Roles
  • IT Governance Roles in Practices
  • Steps in IT Risk Governance Process
  • 7 Key Practices of Effective IT Risk Governance Process

Building Risk-Aware Culture

  • Risk Averse Culture
  • From Risk Averse Culture to Risk Aware Culture

Risk Management Process And Practices

  • Nist
    • Risk Assessment
    • Risk Mitigation
    • Risk Mitigation Strategy
    • Evaluation and Assessment
  • Octave
    • Phase 1: Build Asset-Based Threat Profile
    • Phase 2: Identify Infrastructure Vulnerabilities
    • Phase 3: Develop Security Strategy and Plans
  • Cobit (It Control Framework) Pmbok
  • Risk Management Process
  • Risk Identification
  • Risk Planning
  • Risk Analysis
  • Risk Response (Handling)
  • Risk Control and Monitoring
    • Isaca’s It Risk Framework
  • Case Study: PERFORMING RISK ASSESSMENT
  • Case Study: PRACTICES FROM 4 LEADING ORGANIZATIONS IN RISK MANAGEMENT PRACTICES
  • Risk Management Process: Lesson Learnt

 

Description

The Business Analyst Professional on BABOK Guide contains a descriptions of generally accepted practices in field of business analysis. The content included in this release has been verified through reviews by practicioners, surveys of the business analysis community, and consultations with recognized experts in the field. The data available to Business Analysis Professional demonstrate that the tasks and techniques described in this publications are in use by a majority of the Business Analysis Practicioners. As a result, we can have confidence that the tasks and technique described in the BABOK guide should be applicable in most contexts where business analyst is performed, most of the time.

 

Course Outline

Chapter 1 Introduction

  • What is the Business Analyst Body of Knpowledge ?
  • What is Business Analyst ?
  • Key Concepts
  • Knowledge Areas
  • Tasks Techniques
  • Underlying Competencies
  • Other Sources of Business Analyst Information

Chapter 2 Business Analyst Planning & Monitoring

  • Plan Business Analyst Approach
  • Conduct Stakeholder Analysis
  • Plan Business Analyst Activities
  • Plan Business Analyst Communication
  • Plan Requirements Management Process
  • Manage Business Analyst Performance

Chapter 3 Elicitation

  • Prepare for Eliciation
  • Conduct Eliciation Activity
  • Document Eliciation Results
  • Confirm Eliciation Results

Chapter 4 Requirements Management & Communication

  • Manage Solution Scope & Requirements
  • Manage Requirements Traceability
  • Maintain Requirements for Re-Use
  • Prepare Requirements Package
  • Communicate Requirements

Chapter 5 Enterprise Analysis

  • Define Business Need
  • Assess Capability Gaps
  • Determine Solution Approach
  • Define Solution Scope
  • Define Business Case

Chapter 6 Requirements Analyst

  • Prioritize Requirements
  • Organize Requirements
  • Specify and Model Requirements
  • Define Assumptions and Constraints
  • Verify Requirements
  • Validate Requirements

Chapter 7 Solution Assessment & Validation

  • Assess Proposed Solution
  • Allocate Requirements
  • Assess Organizational Readiness
  • Define Transition Requirements Validate Solution
  • Evaluate Solution Performance

Chapter 8 Underlying Competencies

  • Analytical Thinking and Problem Solving
  • Behavioral Characteristics
  • Business Knowledge
  • Communication Skills
  • Interaction Skills
  • Software Applications

Chapter 9 Technique

  • Acceptance and Evaluate Criteria Definition
  • Benchmarking
  • Brainstorming
  • Business Rules Analysis
  • Data Dictionary and Glossary
  • Data Flow Diagrams
  • Data Modeling
  • Decision Analyst
  • Document Analyst
  • Estimation
  • Focus Group
  • Functional Decomposition
  • Interface Analyst
  • Interviews
  • Lessons Learned Process
  • Metrics and Key Performance Indicators
  • Non-Functional Requirements Analyst
  • Observation
  • Organization Modelling
  • Problem Tracking
  • Process Modelling
  • Prototyping
  • Requirements Workshops
  • Risk Analyst
  • Root Cause Analyst
  • Scenarios and Use Cases
  • Scope Modelling
  • Sequence Diagrams
  • State Diagrams
  • Structured Walkthrough
  • Survey/Questionnaire
  • SWOT Analysis
  • User Stories
  • Vendor Assessment

Course Description

The business environment is always changing and no exception to the financial industry such as banking industry. The banking enterprise needs to be agile in order to be successful and survive on the long term. An effective business process management helps to overcome that challenge and achieve the necessary agility and innovation.

The Business Process Management (BPM) course provides participant with an understanding of the techniques for using business practices and methods to create and improve business processes. The foundational knowledge of business processes can be used to create benchmark processes that provide business performance improvements across functional units and organizational. The subject presents a radically different way of thinking about organizations and work in order to create knowledge and skills necessary to develop a program  of process reengineering, management and excellence in organizations

 

Course Objectives

At the completion of this course, the participants should be able to :

  • Conceptualize organizations as process collectives and implement new processes
  • Analyze business processes and understand their contribution to business performance
  • Improve process definition and efficiency by the application of process modeling and analysis methods
  • Support organizational transition through agile processes
  • Transition processes from the internal organization to external performers through outsourcing

 

Target Audience

  • Managers involved in the management, running or optimization of business processes
  • Project staff and executives involved in business process reengineering, business process improvement
  • Information technology professionals involved in projects that are concerned, in part, with the automation of business processes

 

Course Ouline

Segment 1:

Principles of Business Process Management

The segment defines business processes and business process management, in contrast to functional management. Participants learn to identify core and non-core processes and to assess properties of outstanding processes, relating process management with competitive advantage. Students are also encouraged to analyze business processes in general terms for saliency and weaknesses  organization.

 

Segment 2:

Process Refinement and Reengineering

The participants learn to recognize when process simplification is needed in banking organizations, using different techniques in process refinement. The segment presents implementation guidelines for process reengineering, which includes process scoping and directional teams, to prepare participants to manage complex business process reengineering projects and manage expectations.

 

Segment 3:

Business Process Management

The segment examines the management of business processes. Participants learn how to measure process refinement and build quality into the refined process, as well as evaluate a return on process refinement. The segment presents methodologies for process analysis and how a return-on-value metric may be used to evaluate process refinement. Participants are encouraged to discuss banking operational day-to-day details of root-cause analysis and benchmarking on which process refinement is based.

 

Segment 4:

Business Process Innovation

The participants learn how open BPM as a basic concept can be used to implement innovation process in their banking organization as relation to the dynamic demands in the finance industry. The segment shall emphasize on the relation between process and innovation, the importance of process innovation, and how to organize process innovation

Segment 5:

Business Process Specification and Strategy

The segment describe on how to define process architecture, frameworks and relation to market offerings (banking products). The strategy is to achieve maximum process results from the selected referral models will be learnt by the participants as well.

 

Segment 6:

Business Process Implementation and Control

The participants learn practical initiatives as related to banking process blue prints by applying implementation tools such as the Service Oriented Architecture (SOA) with specific focus on financial industry (banking). The process control supported by event-driven-process management which is highlighted to be used in measuring the process Key Performance indicators (KPI) of the overall organization’s processes

 

Segment 7:

Business Process Governance

The segment describes on process governance required  in particular line of  industry, the topics encompasses: definition of process governance, process design to support process governance in banking industry, implementation and execution of the process governance as in compliance with process-governance policy in one organization.

Background
IT for non IT bukan untuk merubah orang non IT menjadi orang yang ahli dalam IT , tetapi menjadikan orang non IT mengerti dan dapat memaksimalkan fungsi IT di perusahannya.

Lebih jauh lagi, orang non IT memiliki pengetahuan tentang fungsi IT dalam proses bisnis perusahaan, memberikan arahan yang jelas tentang penggunaan PC, dan memberikan kesempatan kepada orang non IT untuk berkontribusi secara berarti di dalam memformulasikan, memonitor implementasi, dan mengukur program-program IT di perusahaan .

 

Purpose
Perbedaan keahlian antara orang IT dengan non IT sering menjadi kendala dalam perusahaan, sehingga dapat menimbulkan kegagalan dalam pengembangan program bisnis. Sering orang non IT memiliki kendala dalam pemanfaatan IT di suatu perusahaan, sementara kebutuhan perusahaan terhadap IT juga semakin tinggi.

Agar orang non IT dapat memanfaatkan IT dengan baik di Perusahaannya, maka diperlukan suatu jembatan yang dapat meminimumkan perbedaan keahlian IT yang diperlukan untuk orang non IT, sehingga orang non IT dapat lebih meningkatkan kinerja perusahaan dengan memanfaatkan IT yang sesuai dengan kebutuhan perusahaan.

 

Training Syllabus

  • Hari Pertama :
  • The changing workplace.
  • Jargon busting Information Technology.
  • Information Technology life cycles.
  • The governance of Information Technology
  • Hari Kedua :
  • Decision making Information Technology.
  • IT investment and measurement.
  • Developing IT strategies
  • Risk management in Information Technology.

Course description

An introduction to management information systems. Topics include executive information systems, management information systems, decision support systems, expert systems, and teleprocessing systems.

 

Course Outline

Chapter-1 introduction

  • Management information system ( mis) concept
  • Mis definition
  • Role of the management information system
  • Impact of the management information system
  • Management information system and compter
  • Management information system and academics
  • Mis and the user

Chapter-2 role and importance of management

  • Inroduction to management
  • Approaches to management
  • Functions of the manager
  • Managers and the environment
  • Management as control system
  • Management by exception
  • Mis: a support to the management

Chapter-3 process of management

  • Management effectivess
  • Planning
  • Organising
  • Staffing
  • Coordinating and directing
  • Controlling
  • Mis: a tool for management process

Chapter-4 organisation structure and theory

  • Basic model of organisation structure
  • Modifications to the basic model of organisation structure.
  • Organisational behaviour
  • Organisations as a system
  • Mis : organisation

Chapter-5 strategic management of business

  • The concept of corporate planning
  • Essentiality of strategic
  • Development of the business strategies
  • Types of strategies

Chapter -6 decision making

  • Decision making concepts
  • Decision methods, tools and procedures payoff matrix i
  • Behavioural concepts in decision making
  • Methods of dealing with uncertainty
  • Mis and decision making concepts

Chapter – 7 information

  • Information concepts
  • Information: a quality product

 

  • classification of the information
  • Methods of data and information collection
  • Value of the information
  • General model of a human as an information processor
  • Summary of information concepts and their implications

Chapter-8 development of mis

  • Development of long range plans of the mis
  • Ascertaining the class of information
  • Determning the information requirement
  • Development and implementation of the mis
  • Management of quality in the mis
  • Organisation for development of the mis

Chapter-9 choice of information technology

  • Nature of it decision
  • Strategic decision
  • Configuration design
  • Evalution
  • Choice of the .information technologyand the .management information system

Chapter-10 decision support system – i

  • Decision support system (dss): concept and philosohy
  • Dss: deterministic systems

Chapter-11 decision support system – ii

  • Projcet planning and control models
  • Artificial intelligence (ai) system
  • Knowledge based expert system (kbes)
  • Mis and the role of dss

Chapter-12 enterprise management system

  • Enterprise management system (ems)
  • Enterprise resource planing (erp) system
  • Erp basic features
  • Benefits of the erp

Chapter-13 enterprise management systems

  • Erp selection
  • Erp implementation

Course Description

An introduction to management information systems. Topics include executive information systems, management information systems, decision support systems, expert systems, and teleprocessing systems.

Prerequisite(S)

BA 100 Fundamentals of Computer Application MA 134 College Algebra (or high school equivalent)with a minimum grade of “C”

 

Purposes Or Objectives Of The Courses
Upon completion of this course the student should be able to:

  • understand the components and types of computer-based information systems;
  • describe the role of information systems in decision making;
  • gain hands-on experience on the use of several selected MS DOS(Microsoft Disk Operating Systems) commands;
  • learn to solve problems using the most readily available “off the shelf” general application software (Lotus 1-2-3, dBase IV);
  • develop business applications of specific expert system (ES) using LEVEL5;
  • use management support tools such as decision support systems (DSS) and ES;
  • demonstrate awareness of the ethical and global issues in information systems.

Expectation Of Students

  • Normal expectations, including at least three hours of time spent outside for each hour in class.
  • Regular access to computer resources for assigned activities.
  • Each student is expected to actively and constructively participate in class discussions

 

Course Outline

  • The Challenge of Information Systems
  • The Strategic Role of Information Systems
  • Information Systems and Organizations
  • Information, Management, and Decision Making
  • Ethical and Social Impact of Information Systems
  • Computers and Information Processing
  • Information Systems Software
  • Managing Data Resources
  • Telecommunications
  • Enterprise-Wide Computing and Networking
  • Redesigning the Organization with Information Systems
  • Alternative Systems-Building Methods
  • Ensuring Quality with Information Systems
  • Systems Success and Failure: Implementation
  • Information and Knowledge Work Systems
  • Enhancing Management Decision Making
  • Artificial Intelligence
  • Controlling Information Systems
  • Managing International Information Systems

Course Description

This three day, instructor-led IT Governance Foundation Course provides an overview of the main concepts of IT Governance according to COBIT® 5, ISACA® ’s latest governance framework, and how they can be applied. COBIT® 5 provides a comprehensive framework that assists enterprises create optimal value from IT by maintaining a balance between realising benefits and optimizing risk levels and resource use. COBIT® 5 enables IT to be governed and managed in a holistic manner for the entire enterprise, taking in the full end-to-end business and IT functional areas of responsibility, considering the IT-related interests of internal and external stakeholders. This course and the COBIT® 5 Foundation certificate are mandatory for additional COBIT® 5 training, including the COBIT® 5 Implementation Course and Assessor Program Training.

 

Course Audience

Business Management, IT /IS Auditors, Internal Auditors, Information Security and IT Practitioners; Consultants, IT/IS Management looking to gain an insight into the Enterprise Governance of IT and looking to be certified as a COBIT® Implementer or Assessor

 

Course Objectives

At the conclusion of the course attendees will understand: The major drivers for the development of a Framework The business benefits of using COBIT® 5 The COBIT® 5 Product Architecture. The IT management issues and challenges that affect enterprises. The 5 Key Principles of COBIT® 5 for the governance and management of Enterprise IT How COBIT® 5 enables IT to be governed and managed in a holistic manner for the entire enterprise. The key concepts in a Process Capability Assessment and the key attributes of the COBIT® 5 PAM (Process Assessment Model) How the COBIT® 5 processes and the Process Reference Model (PRM) help guide the creation of the 5 Principles and the 7 Governance and Management Enablers. The COBIT® 5 Foundation certificate is to confirm that a candidate has sufficient knowledge and understanding of the COBIT® 5 guidance to: Be able to understand the enterprise Governance and Management of Enterprise IT Create awareness with their business executives and senior IT Management Assess the current state of their Enterprise IT with the objective of scoping what aspects of COBIT® 5 would be appropriate to implement.

 

Course Outline

  • The Key Features of COBIT 5
  • The COBIT 5 Principles
  • The COBIT 5 Enablers
  • Introduction to COBIT 5 Implementation
  • Process Capability Assessment Model

Course Outline

Audience This course is suitable for BCP Manager and officers or those are seeking certification such as CISA, CISSP, CBRP and CBCP certifications.

 

Description

This unique foundation course is aimed to explain and discuss the principles of business continuity planning by presenting easy to follow step by step methodology. The methodology is consistent with business continuity industry standards, guidelines, and best practices such as ISO/IEC 17799, NFPA 1600, COBIT and DRI International. This course provides excellent foundation for those who develop BCP and manage BCP and for those who are seeking certification such as CISA, CISSP, CBRP and CBCP.

 

Prerequisites

  • Basic understanding on BCP

 

Objectives

By the end of this course, the student should be able to:

  • Understand the importance of BCP and how to implement BCP
  • Manage risks, conduct BIA, develop a business continuity strategy, and develop, test and maintain a BCP.

 

Topic Covered

The Course Covers The Following Topics

  • BCP Foundation and Methodology
  • Risk Management Framework
  • Business Impact Analysis
  • Business Continuity Strategy Development
  • Business Continuity Plan Development
  • Business Continuity Plan Testing
  • Business Continuity Plan Maintenance
  • BCP Process: Report and document Summary

 

Course Description

The COBIT 5 Implementation courses provides delegates with a practical appreciation of how to apply COBIT 5 to specific business problems, pain points, trigger events and risk scenarios within the organization.

In addition, delegates will learn how to implement and apply COBIT 5 into their enterprise and how to effectively use it for client initiatives. Attendees will walk away with an appreciation of how to effectively use COBIT 5 for different organizational scenarios.

This course is supported by practical exercises and engaging case-based scenarios. Delegates learn how to apply the COBIT 5 continual improvement lifecycle approach to address requirements and establish and maintain a sustainable approach to governing and managing enterprise IT as “normal” business practice.

 

Target Audience

The target group of COBIT 5 Implementation course include, but are not restricted to:

  • IT auditors
  • IT managers
  • IT quality professionals
  • IT leadership
  • IT developers
  • Process practitioners and managers in IT service providing firms
  • Business managers

 

Prerequisites

Before attending this course, delegates must have achieved the following requirements:

  • Successful completion of the COBIT 5 Foundation Exam; and
  • Have attended the accredited instructor-led COBIT 5 Implementation course.

 

Course Objectives

After completing the COBIT 5 Implementation course, delegates will have a thorough understanding of:

  • How to effectively analyse enterprise drivers
  • Implementation challenges, their root causes and success factors
  • How to determine and assess current process capability
  • How to scope and plan improvements
  • How to avoid potential implementation pitfalls by leveraging good practices.

 

Course Outline

Lesson 1: Positioning IT Governance

  • Benefit Realization
  • Risk Optimization
  • Resource Optimization
  • Environmental Factors
  • IT Governance Frameworks
  • Applying IT Governance

Lesson 2: Taking the First Steps

  • Environment for IT Governance Implementation
  • Roles and Responsibilities
  • RACI Chart for Implementation
  • Life-cycle Approach and Phases
  • Pain Points and Trigger Events
  • Continual Improvement, Change Enablement and Program Management

Lesson 3: What Are the Drivers?

  • Drivers for IT Governance
  • Key Role Players
  • Tasks, Inputs and Outputs
  • Challenges
  • Root Causes
  • Critical Success Factors
  • Continual Improvement, Change Enablement and Program Management

Lesson 4: Where Are We Now? And Where Do We Want to Be?

  • Root Causes for Overcoming Implementation Challenges
  • Implementation Pitfalls
  • Target Capability
  • Identify Challenges
  • Encouraging Management
  • Defining Roles
  • Planning and Scoping
  • Continual Improvement, Change Enablement and Program Management

Lesson 5: What needs to be done? And How do we get there?

  • Initiating the Program
  • Success Factors
  • Planning
  • Getting Commitment
  • Target Setting
  • Availability of Key Roles
  • Overcome Fear of Bureaucracy
  • Continual Improvement, Change Enablement and Program Management

Lesson 6: Did we get there? And how do we keep the momentum going?

  • Adoption by Role Players
  • Demonstrating Benefits
  • Using Momentum
  • Continual Improvement, Change Enablement and Program Management

Course Description

Business continuity management is a holistic management process that identifies potential threats to an organization and the impacts to business operations those threats, if realized, might cause. It provides a framework for building organizational resilience with the capability of an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities (Source: ISO22301:2012).

 

Course Audience

Everyone in the organization must be aware of the Business and its Continuity. This certification is directed at candidates who are involved or have an interest in the implementation of Business Continuity within their organization: CEO’s, CIO’s, Security Officers and Quality Managers, Operational Managers, Developers, Business and Technical Teams; for when the Continuity of an organization comes to a halt for whatever reason, everyone in the organization must be aware of the consequences and the solutions.

 

Course Objectives

The subjects of this module are:

  • The content of ISO22301:2012, Societal Security–Business Continuity Management-Requirements;
  • The implementation phases of the ISO22301;
  • The implementation elements of the ISO22301;
  • Implementing system management;
  • The Plan-Do-Check-Act cycle within this framework;
  • Management involvement;
  • Business Impact Analysis;
  • Risk Analysis;
  • Communication plan.

 

Course Outline

  • Context of the organization
  • Leadership
  • Planning & Support
  • Operation
  • Performance evaluation and improvement

Audience

This course is designed and valuable for IT planners, managers, IT professionals, Business Managers and Practitioners who would like to understand the process and framework in creating the planning for IT Strategy.

 

Description

As identified by many research company including ISACA/ITGI (IT Governance Institute), many organization today continue to experience the increasing of information systems (IS) costs while organizations are also finding their IS to be a bottleneck to business improvement and growth while providing limited return of investments (IT Paradox). This unique course is specially designed to provide us a practical and proven management approach based on the notion that organizations need to have a proper plan IS direction. A properly planned IS direction is a critical component for an organization’s success and can provide a communication vehicle between IS function and business management. This course is designed to provide step by step process for developing a strategic plan.

 

Prerequisites

  • Intermediate understanding of business, organization’s business direction and IT management
  • Basic familiarity with the some emerging IT technology

 

Objectives

By the end of this course, the student should be able to:

  • Understand the concepts, process, framework to create IT Strategic Plan and how to employ best practices inside your organization.

 

Course Outline

  • The purpose of IS Strategic Planning
  • IS Governance
  • The Planning Process
  • The Visioning Phase
  • The Analysis Phase
  • The Direction Phase
  • The Recommendation Phase
  • The Implementation Phase

Overview

This book will help you by giving you the bottom line and the minimum requirements, whenever possible. If you and your organization are very detail-oriented and you were looking for the right framework to use, this book will help you develop one suited to the unique needs of your company.

This book adheres to industry standards and best practices, but it will not prepare you for a formal certification in business continuity or disaster recovery planning. It’s not exhaustive on any of the BC/DR topics, either. If you’re looking for an extremely detailed, comprehensive, exhaustive (and exhausting) look at BC/DR, look elsewhere. If you’re looking for a fast, effective framework that you can actually use, this book is for you. It is a roll-upyour-sleeves-and-get-your-hands-dirty kind of book meant to be used to quickly step you through the process of creating an effective BC/DR plan with the least effort.

If you’ve created a plan in the past, you can use this book to make sure your plan is comprehensive and up-to-date. If you don’t yet have a plan, you can use this to get going. In either case, you will find this book to be a great resource that you pick up time and again or that you hand over, dog-eared and highlighted, to your successor (as you move up the career ladder).

 

Course Outline

Business Continuity And Disaster Recovery Overview

  • Business Continuity and Disaster Recovery Defined
  • Components of Business
  • The Cost of Planning versus the Cost of Failure
  • Types of Disasters to Consider
  • Business Continuity and Disaster Recovery Planning Basics

Project Initiation

  • Elements of Project Success
  • Project Plan Components
  • Key Contributors and Responsibilities
  • Project Definition
  • Business Continuity and Disaster Recovery Plan

Risk Assessment

  • Risk Management Basics
  • Risk Assessment Components
  • Threat Assessment Methodology
  • Vulnerability Assessment

Business Impact Analysis

  • Business Impact Analysis Overview
  • Understanding Impact Criticality
  • Identifying Business Functions and Processes
  • Gathering Data for the Business Impact Analysis
  • Determining the Impact
  • Business Impact Analysis Data Points
  • Preparing the Business Impact Analysis Report

Mitigation Strategy Development

  • Types of Risk Mitigation Strategies
  • Risk Mitigation Process
  • IT Risk Mitigation
  • Backup and Recovery Considerations

Business Continuity/Disaster Recovery Plan Development

  • Phases of Business Continuity and Disaster Recovery
  • Defining BC/DR Teams and Key Personnel
  • Defining Tasks, Assigning Resources
  • Communications Plans
  • Event Logs, Change Control, and Appendices

Emergency Response And Recovery

  • Emergency Management Overview
  • Emergency Response Plans
  • Crisis Management
  • Disaster Recovery
  • IT Recovery
  • Business Continuity

Training, Testing, And Auditing

  • Training for Emergency Response, Disaster Recovery, and Business Continuity
  • Testing Your Business Continuity and Disaster Recovery Plan
  • Performing IT System Audits

Bc/Dr Plan Maintenance

  • BC/DR Change Management
  • Strategies for Managing Change
  • BC/DR Plan Audit
  • Plan Maintenance Activities
  • Project Close Out

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