Governance and Management of Information Technology - Enterprise Information Systems Design, Implementation and Management: Organizational Applications - page 47

the proposals of Information Technology Process
Institute (ITPI) and Software Engineering Institute
(SEI) (Antao, 2005).
Specifically, the project management process
has identified indicators of effectiveness and ef-
ficiency: high perceived value by business; high
rate of projects carried out within the time and cost;
satisfactory security; low cost per project man-
aged; and low cost of security. So as to customize
the control objectives in accordance with the deci-
sions of development (Develop governance), you
can investigate and identify the causes of the risks
that can cause performance indicator degradation
or adopt and adapt available control objectives
in the collection of best practices from COBIT.
Each objective has a distinct level of impor-
tance, which is the goal of scope change control
in relation to the dominant control objectives of
quantification and productivity error.
The process level includes activities that allow
the macro-process solutions' Develop modeling,
which is divided into four procedures: project
management; design and construction solutions;
quality assurance; and hardware and software
configuration management (Betz, 2007).
Project management is one of the major
processes of Develop, once there is a project au-
thorized by Direct. It is commonly applied with
the support of other processes. For example, in
the case of a software development project, the
project management process will be applied in
conjunction with other processes, such as project
change management, configuration manage-
ment and estimates. The implementation level
includes features that enable the implementation
of Develop activities. For this implementation, a
people management and information systems and
support approach will be presented.
The IT professional that acts in the Develop
subsystem is responsible for project management,
design and construction of quality assurance solu-
tions, products and services with configuration

management. Some skills expected are: (i) knowl-
edge of project management and governance, in-
cluding skills in handling support and information
systems; (ii) mastering the software development
cycle and development tool used, for example,
Java; (iii) mastering process management, with
emphasis on software quality assurance. Accord-
ing to Betz (2007) typical information systems
and support that can keep Develop automating are
project management, requirements management,
project inquiry management, projects estimate
support and hardware and software configuration
management.

delivery component

The enterprise-level plans and executes the
Delivery governance strategy. To look at how
the enterprise level complies with its role in the
Delivery subsystem, it is necessary to consider the
features of IT Governance and Context.
The service portfolio is the complete set of
services that are managed and used to manage the
entire lifecycle of all services. It includes three
categories: standby service (proposed or Develop);
service catalogue (in production or available for
deployment) and discontinued services.
The Delivery subsystem typically develops
its activities in accordance with the Direct gov-
ernance guidelines and the solutions developed
by Develop. The Delivery macro-process is the
service management. The service management is
a specialized set of organizational capacities to
provide value to their consumers in the form of
services (ITIL, 2007).
Delivery service management has six process-
es: release management; managing changes in pro-
duction; fulfilling service requests; maintenance
of operational services; incident and problem
resolution; and configuration item management
(Betz, 2007). The strategy used to reach the goal
of high performance and Delivery was to adopt the