Evaluation of the implementation process and support on the Vestyna application

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The purpose of this study is to evaluate the implementation process and support for the vestyna application at PT XYZ. Measurements are made using the COBIT 5 framework with the Process Assessment Model (PAM) method.

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International Journal of Mechanical Engineering and Technology (IJMET) Volume 10, Issue 03, March 2019, pp. 1464–1474, Article ID: IJMET_10_03_148 Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=3 ISSN Print: 0976-6340 and ISSN Online: 0976-6359 © IAEME Publication Scopus Indexed EVALUATION OF THE IMPLEMENTATION PROCESS AND SUPPORT ON THE VESTYNA APPLICATION Sucita Diayu Niranda Yani, Ahmad Nurul Fajar Information Systems Management Department, BINUS Graduate Program-Master of Information Systems Management, Bina Nusantara University Jakarta, Indonesia 11480 ABSTRACT IT evaluation, especially the vestyna application, must be implemented properly so that it has an impact on the company's achievement. The purpose of this study is to evaluate the implementation process and support for the vestyna application at PT XYZ. Measurements are made using the COBIT 5 framework with the Process Assessment Model (PAM) method. From the measurement results it can be seen that most of the capability levels of the vestyna application evaluation processes at PT XYZ is at level 1 (performed). The target that the company wants against the level of capability of these processes is at level 3 (established). Therefore, a recommendation is made to improve these processes by referring to the best practices suggested by COBIT 5. The main recommendations include regular communication between vestee computers and partners to convey the values of each existing project, making a Standard Operating Procedure (SOP) for the entire project from the type of project to revenue calculation, periodic monitoring and reporting as well as documenting all activities related to the application of the vesty to written and oral documents Key words: IT Evaluation, PT. XYZ, Framework COBIT 5, Process Assessment Model (PAM) Cite this Article: Sucita Diayu Niranda Yani, Ahmad Nurul Fajar, Evaluation of the Implementation Process and Support on the Vestyna Application, International Journal of Mechanical Engineering and Technology 10(3), 2019, pp. 1464–1474. http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=3 1. INTRODUCTION Rapid development leads to increased risk in developing innovation. A dynamic business environment poses challenges for companies to adapt to maintain competitive advantage. The determinant of competitive advantage for companies and organizations is how the company runs the IT process in supporting its business. However, IT processes carried out by companies are often not optimal. This can be due to the lack of governance and management of IT in the company. PT XYZ is an information and communication company and a complete telecommunications service and network provider in Indonesia. PT. XYZ claims to be the largest telecommunications company in Indonesia. In an effort to transform into digital http://www.iaeme.com/IJMET/index.asp 1464 editor@iaeme.com
Sucita Diayu Niranda Yani, Ahmad Nurul Fajar telecommunication company, PT. XYZ implements business strategies and operations that are customer-oriented. One portal that supports the continuity of its infrastructure is the In-vestment Feasibity Analysis (Vestyna) application. Vestyna is an application based on the standardization of management of Investment Feasibility Analysis of projects that have been submitted by each Optima division retailer at PT XYZ. This application act as a place to report on project work that will be done by partners of PT. XYZ. One of the main business processes of PT. XYZ in the Optima division in the form of infrastructure development. With the growing development of internet users, wifi and various other products at PT. XYZ, business processes both implementation and support processes in the Optima division of PT. XYZ is increasingly demanded to be able to meet the needs of customers. In its operations, the process of implementation and support in the Optima division of PT. XYZ has supported IT processes. With the increasing number of customers the development is also increasing so that more and more are working with partners. Lack of communication is one of the causes between partners and vestyna users. One of them is lack of coordination in the submission of bill of quantity so that IT processes in implementation and support are increasingly ineffective and inefficient, in addition to continuous data accumulation due to the absence of application notification systems as workload constraints in the Optima Witel division. So that PT. XYZ can achieve optimal levels in carrying out the implementation process and Vestyna support, an analysis is needed to compile management and control of the Optima division with the aim of adjusting the use of AKI in the implementation and support processes to align with existing business needs. One framework that can be used to conduct analysis is COBIT (Control Objectives for Information and Related Technology). COBIT is a guide that provides measurement of the maturity of the IS / IT process and a collection of best practices to help organizations achieve harmony between processes and business needs. The choice of COBIT tools is good practice across a domain and framework, where there is a process and presentation of activities that can be managed and are logical structures. COBIT 5 that integrates the Val IT 2.0 framework, Risk IT, IT Assurance Framework and Business Model for Information Security with COBIT 4.1. COBIT 5 is designed to provide a comprehensive framework to assist companies in achieving the goals of governance and management of the company's IT. The COBIT 5 Framework has a capability model that has been defined by giving a multilevel measurement scale from Incomplete Process (0) to Optimizing Process (5). Based on the COBIT 5 Framework, this study will discuss how high the Vestyna process capability is currently using the COBIT 5 framework in the hope that it can provide recommendations that are appropriate to the company's needs in adapting to the business environment and optimizing the use of Vestyna. 2. LITERATURE REVIEW 2.1. COBIT Framework The COBIT framework enables companies to achieve governance and management goals, that is, to create optimal value from information and technology by maintaining a balance between realizing benefits, managing risk and balancing resources. Based on these definitions, COBIT is the most comprehensive and comprehensive standard as an IT audit framework because it is developed continuously by professional auditors in almost all countries. In addition, COBIT is an IT governance framework that aims to provide companies and organizations the ability to create optimal IT processes by balancing risks, benefits, use of resources, and ensuring that IT processes meet the standards set in achieving alignment between IT strategies and business goals. COBIT 5 is designed to provide a comprehensive framework to assist companies in achieving the goals of governance and management of the company's IT. COBIT 5 is a governance and management framework for information and related technology that starts from stakeholder needs related to information and technology [2]. This framework is intended for all companies, including non-profits and the public sector. In COBIT 5 there are 37 processes http://www.iaeme.com/IJMET/index.asp 1465 editor@iaeme.com
Evaluation of the Implementation Process and Support on the Vestyna Application included in the process reference model and consist of governance and management processes in 2 main domains: 1. Governance with each process in the domain evaluate, direct and monitor (EDM) is determined : Evaluate, Direct, Monitor 2. Management that is in line with responsibility for area plan, build, run and monitor provides end-to-end IT management. a. Align, Plan, and Organize b. Build, Acquire and Implement c. Deliver, Service and Support d. Monitor, Evaluate and Assess COBIT Process Assessment Model COBIT Process Assessment Model is an approach in COBIT which acts as a basis for determining the maturity level of an IT process in a company [3]. COBIT El-Process Assessment consists of two dimensions, namely the process dimension and the capability dimension. Process dimensions are various IT processes in a company defined and classified into the COBIT process category. Dimension of capability is the definition of a set of process attributes grouped into the level of capability. Process Dimension uses COBIT 5 as a process reference model. Process reference model is a defined process life cycle in COBIT 5. COBIT 5 provides definitions and textures that describe the relationships of each process. The Capability Dimension provides a capability level in measuring the ability of a process in achieving business goals. COBIT Process Assessment Model is an approach in COBIT which acts as a basis for determining the maturity level of an IT process in a company. COBIT Process Assessment Model consists of two dimensions, namely process dimensions and capability dimensions. Process dimensions are various IT processes in a company defined and classified into the COBIT process category. Dimension of capability is the definition of a set of process attributes grouped into the level of capability. Process Dimension uses COBIT 5 as a process reference model. Process reference model is a defined process life cycle in COBIT 5. COBIT 5 provides definitions and textures that describe the relationships of each process. The Capability Dimension provides a capability level in measuring the ability of a process in achieving business goals .At each process capability level COBIT 5, there is an rating rating based on the percentage of requirements fulfilled which can be seen in table 1. Table 1 Rating Level of COBIT 5 Rating Description Percentage N Not Achieved 0-15% P Partially Achieved >15-50% L Largely Achieved >50-85% F Fully Achieved >85-100% In order for the process to be categorized as a process capability level, the process must be able to achieve a Rating L where 51-85% of the fulfillment of the conditions is reached. Whereas in order for a process to proceed to the next level, the process must be able to achieve an F Rating where 86-100% of the conditions are reached. The following is a list of COBIT 5 processes that are measured and corrected along with explanations regarding each process, namely: 1. EDM05 Process - Ensuring Stakeholder Transparency The description of the EDM05 process is to ensure the company's IT performance and measurement of conformity and reporting are transparent, with stakeholders agreeing on the http://www.iaeme.com/IJMET/index.asp 1466 editor@iaeme.com
Sucita Diayu Niranda Yani, Ahmad Nurul Fajar objectives and metrics and corrective actions needed [4]. Ensure that communication to stakeholders is effective and timely and the basis for reporting is set to improve performance, identify areas for upgrading and confirm that objectives and strategies are related to community strategies. 2. APO06 Process - Managing Budget and Costs The description of the APO06 process is managing financial activities related to IT both in business and IT functions, which include budgeting, management of costs and benefits, and prioritizing spending through the use of formal budgeting practices and systems that are fair and evenly allocated to companies [4]. Consult with stakeholders to identify and control total costs and benefits in the context of IT strategic and tactical plans, and corrective action if needed. 3. BAI01 Process - Managing Programs and Projects The description of the BAI01 process is managing all programs and projects from the investment portfolio in the whole with the enterprise strategy and in the longest way. Start, plan, control and run programs and implementation projects and close with an implementation review. 2.2. Previous Research In 2017, research on the analysis of the maturity of the system product implementation and support has been carried out by using the COBIT 5 framework and mapping ITIL v3 with COBIT .Another study concluded that using the COBIT 5 framework rules in measuring and evaluating IT governance processes, it can be seen that the level of capability of processes related to IT governance is relevant to issues in the Plaza Toyota environment. In 2014, the research entitled "Information Technology Governance Evaluation with the COBIT 5 Framework in the Ministry of Education and Culture: Case Study at the ESDM Center for Data and Information Technology" has concluded that the determination of Capability Level as a measure of respondents' answers from questionnaires made based on the COBIT 5 framework. Other research on IT governance guidelines and directs organizations as relationship structures and processes. The COBIT framework is one of the main IT governance frameworks that allows managers to reduce gaps related to technical issues, control requirements, and business risks and communicate these levels of control to stakeholders. COBIT enables the development of policies and practices for IT control throughout the organization. COBIT is a business-oriented process and framework and the process structure provides a comprehensive view of IT and decisions to be made about IT. In 2016, research on the E-Learning Capability Maturity Level in the Kingdom of Bahrain was conducted, where the capability level does not only measure the level of capability of the IT governance process but rather to measure e-learning capabilities using e-learning Maturity Model (e-MM) . 3. RESEARCH METHODOLOGY The research methodology is described in figure below http://www.iaeme.com/IJMET/index.asp 1467 editor@iaeme.com
Evaluation of the Implementation Process and Support on the Vestyna Application Business Process Analysis Mapping Problems to the COBIT Process 5 Selection of Respondents with RACI Chart Measurement COBIT 5 of Capability Level Process (Current) Measurement of Capability Level Target (To be) Gap Analysis and Priorities of ImprovementCOBIT 5 Recommendations for Improvement Evaluation Proposal for Recomendation of Improvements Figure 2 Mind Map In this data collection method, the author will do 3 ways, namely by observation, interviews, and questionnaires. The facts collected in these ways are expected to be adequate as input material is collected and subsequently analyzed. The data analysis method used in this writing is to use a qualitative approach. Based on data collection that has been done previously with the company, then the author will directly compare the compatibility of these data with the guidelines provided by COBIT so that later the results can be used as conclusions from this writing. The template summarizes the achievement of capability level can be seen in table 2 below. Table 2 Template Summary of Capability Level Achievements Purpose (Deskripsi mengenai tujuan dari proses tersebut) Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 Process (Name PA PA PA PA PA PA PA PA of Process) PA 1.1 2.1 2.2 3.1 3.2 4.1 4.2 5.1 5.2 Rating based on percentage Information: PA = Performance Attribute The assessment of process level 0 capabilities is assessed only from the object of assessment that undergo capability level that is being evaluated or not, then level 1 is done by interviewing resource persons based on the components that have been formed and needed by the assessor according to the process being evaluated, then at level 2 separate assessment template that can http://www.iaeme.com/IJMET/index.asp 1468 editor@iaeme.com
Sucita Diayu Niranda Yani, Ahmad Nurul Fajar be seen in the discussion section, at level 3 there is also a separate assessment template and assessment by seeing whether each component in level 1 assessment has its documentation and SOP, for level 4 there are also separate and final assessments for level 5 process capability also follow the existing template. The calculation will be done with the average formula as follows: Capability Level = (0*y0) + (1*y1) + … + (5*y5) Z Information yn (y0…y5) = Total of processes at level n z = Total of processes evaluated After obtaining IT processes that are prioritized for improvement, at this stage the process practice and activity recommendations for each process will be determined to support the achievement of the process objectives. Determination of process practice and activity recommendations refers to the guidelines in the COBIT 5: Enabling Process. 4. RESULTS AND DISCUSSIONS 4.1. Business Process Results In the business process using the vestyna application at PT XYZ as follows: Figure 4 Flowchart Process of Application Vestyna 4.1. Measurement COBIT 5 of Capability Level Process (Current) The process of measuring or assessing Capability Level is carried out on 3 IT Processes that have been predetermined based on COBIT 5 mapping Vestyna application and writing scope. http://www.iaeme.com/IJMET/index.asp 1469 editor@iaeme.com
Evaluation of the Implementation Process and Support on the Vestyna Application In the process of measuring the Vestyna Application Capability Level, each process is examined in stages whether the process has fulfilled the requirements that must be met at each level, starting from level 1 to level 5. In the initial stages of measurement, the measurement of the company's condition first this (as is) is done through a questionnaire process. In understanding the grouping of questionnaire assessments, the interval values for the results obtained are given, as shown in table 3 below: Table 3. Value Intervals for Governance Capability Capability Index Capability Level Status 0 – 0,49 0 Incomplete 0,50 – 1,49 1 Performed 1,50 – 2,49 2 Managed 2,50 – 3,49 3 Established 3,50 – 4,49 4 Predictable 4,50 – 5,00 5 Optimizing In addition, there are provisions in the category from the results of assessments at each level, namely a process that only reaches the Largely Achieved (L) category with a range of values ranging from 50-85% or Fully Achieved (F) with a range of 85-100%. it is at a level of capability. However, if you want to continue the assessment to the next level of capability, the process must reach the Fully Achieved (F) category first. 1. From the results of the capability level assessment, the Ensure Stakeholder Transparency (EDM05) process is at Level 2, because this process only gets Largely Achieved status at 83.4%, so this process cannot be continued to Level 3 because the minimum limit is 85 %. 2. From the capability level assessment analysis, the Manage Budget and Costs (APO06) process is at Level 1, because this process only gets Largely Achieved status at 75%, because it does not reach the Fully Achieved category (85-100%) then the APO06 process is not continued measurement for level 2. 3. From the analysis of capability level assessment, the process of Manage Programs and Projects (BAI) is at Level 1, because this process only gets Largely Achieved status at 80%, because it does not reach the Fully Achieved category (85-100%), the BAI01 process does not continued measurement for level 2. The results of the assessment of the current capability level based on the relevant COBIT 5 process can be seen in table 4 below: Table 4 Assessment Results of COBIT 5 Capability Level Process (current) Processes of Capability Level Process Capability Level COBIT 5 0 1 2 3 4 5 EDM05  Managed APO06  Performed BAI01  Performed 4.2. Measurement of Capability Level Target (To Be) Target level capability is the hope that each stakeholder wants to achieve in an organization or company within a certain period of time by considering the previous conditions, current and http://www.iaeme.com/IJMET/index.asp 1470 editor@iaeme.com
Sucita Diayu Niranda Yani, Ahmad Nurul Fajar future projections. Organizations or companies set a capability level target based on benefits obtained with minimal costs and that target is possible. The costs referred to in this case are not only about the costs but also the availability of adequate resources, procedures, and tools to achieve these targets. Besides Cost, organizations also consider the impact of the process on business objectives. In this case, it is necessary to consider how IT facilities support the impact given to achieving the company's business targets. In determining the target, the author uses interview techniques to parties related to the IT division. Table 5. Assessment Results of COBIT 5 Capability Level Process (Target) Processes of Capability Level Process Capability Level COBIT 5 0 1 2 3 4 5 EDM05  Established APO06  Established BAI01  Established 4.3. Gap Analysis and Priorities of Improvement COBIT 5 After getting the current capability level (as is) and determining the level of the target capability to be achieved (to be), the next step is the gap analysis of the capability level of selected COBIT 5 processes and determining the priority of repairs. Gap analysis is carried out to determine the distance between the current condition (current) with the expected condition (target) and what efforts should be made for recommendations for improvement. Analysis is done by comparing the current level of capability and expected level of capability. In addition, in order to prioritize improvements, processes with lower or more easily attained gap levels will be prioritized for improvement. Priority improvements are also made the magnitude of the impact of these processes on the organization or company. Gap value level capability can also be seen in each COBIT 5 process in table 6 below: Table 6. Gap Analysis of COBIT 5 Capability Level Processes of COBIT 5 Level Level Gap Analysis Code of Capability Capability Capability Process Process Description (Current) Level (To Be) EDM05 Ensure Stakeholder Transparency 2 3 1 APO06 Manage Budget and Costs 1 3 2 Manage Programmes and BAI01 1 3 2 Projects 4.4. Recommendations for Improvement To increase the level of capability in COBIT 5 processes to the expected capability level, the process must be equipped with activities in accordance with the standards set by COBIT 5. Recommendations are suggestions given by the author to users of vestyna applications for the purposes of improving IS / IT governance. This suggestion is obtained based on the results of the analysis of each process by comparing the current condition (as is) and the target to be achieved (to be) so that the gap analysis is obtained. Gap Analysis is the parameter for the author in making recommendations for improvement. The following are recommendations suggested by the author to improve each of these processes. 1. Recommendations for Improving the EDM05 Process Based on the results of the measurement of capability level in the EDM05 process, the condition of the capability level is currently at Level 2 and is targeted to be at Level 3. The http://www.iaeme.com/IJMET/index.asp 1471 editor@iaeme.com
Evaluation of the Implementation Process and Support on the Vestyna Application suggested recommendations are increased transparency between computers and regional (stakeholders) by conducting regular meetings and coordination meetings. Monitor the devolution of each project work between the vestyna application and the regional to ensure there is no delay and transparency of funds for the next one year 2. Recommended APO06 Process Improvements Based on the results of the level capability measurement in the APO06 process, the condition of the current capability level is obtained at Level 1 and is targeted to be at Level 3. The recommended recommendation for achieving the expected capability level in the APO06 process is to make an SOP for investment feasibility analysis, for documentation of the SOP for the vestyna application that has been defined and reviewing work results related to project management, and making improvement plans for AKI for each target that has not been achieved by each partner. 3. Recommendations for BAI01 Process Improvement Based on the results of the level capability measurement in the BAI01 process, the condition of the capability level is currently at Level 1 and is targeted to be at Level 3. The recommended recommendation is to make the project SOP in accordance with project needs that can be monitored and evaluated, documenting the entire project as a stage evaluation for the next project, and regular communication between the vestee computer and partners to convey the values of each existing project. 4.5. Evaluation Proposal for Recomendation of Improvements After the stages of making recommendations for improvement, the author evaluates the proposal to what extent the company's stakeholders accept the suggestions made by the author. The recommendation will be tested through the questionnaire stages to 12 predetermined respondents. Recommendations from each process specified are poured into the questionnaire and then distributed for data retrieval. Then, the results of the questionnaire are calculated and analyzed to determine the level of acceptance of recommendations. The options given as the test scale are: Table 7. Testing Scale for Recommendations of Improvements Code Acceptance Level Score STS Very Disagree 0 - 36 TS Disagree 37-72 RR Doubtful 73-109 S Agree 110-146 SS Very Agree 147-183 Lowest Score: 1*12*3 = 36 Highest Score: 5*12*3 = 180 The following is a summary of the questionnaire for testing recommendations for improvements in COBIT processes. Table 8. Summary of Recommendation Testing Questionnaire http://www.iaeme.com/IJMET/index.asp 1472 editor@iaeme.com
Sucita Diayu Niranda Yani, Ahmad Nurul Fajar Processes of COBIT 5 Respondents EDM05 APO06 BAI01 R1 4 5 4 R2 3 4 4 R3 4 5 4 R4 4 5 3 R5 5 4 4 R6 4 3 4 R7 4 5 5 R8 4 4 4 R9 3 5 5 R10 4 4 5 R11 4 5 4 R12 4 4 5 Total 47 53 51 Grand Total 151 The following is the formula for calculating the grand total from the sum of the results of the proposed evaluation for the recommendations of each determined COBIT 5 process. Grand Total = Addition to the Total Value of Each COBIT 5 Process Grand Total = 47+53+51= 151 (Very Agree) Percentage of Perception 12 respondents = 151/180*100% = 83,9% From the results of the testing of the recommendations for improvements above, the calculation results are obtained, namely obtaining a score of 483 with acceptance at the SS level. From these results the authors draw the conclusion that the proposed improvement recommendations are accepted by stakeholders in the category "Very Agree" with a perception percentage of 83.9%. 5. CONCLUSIONS From the results of the analysis related to the evaluation of the implementation process and support for the Vestyna Application at PT. XYZ, it can be concluded that: 1. The selected COBIT 5 Area Process and those that are relevant to the problems of the vestyna application in PT XYZ have 3 processes, namely the EDM05 (Ensure Stakeholder Transparency) process, APO06 (Manage Budget and Costs), and BAI01 (Manage Programs and Projects). 2. By using the COBIT 5 framework rules in measuring and evaluating the implementation process and support for the vestyna application, it can be seen that the level 1 of the processes relevant to this problem is performed (process) in 2 processes (APO06 and BAI01) and level 2 (managed) as many as 1 process (EDM05). If it is concluded, most of these processes indicate that the current level of capability (as is) is at level 1 (performed). 3. The results of the measurement of COBIT 5 processes indicate that the application of the vestyna in PT XYZ has not been maximized in implementing the steps of best practices that should be present in the application of IT governance. Most of the IT governance processes have not been implemented properly, proven by there still many work products from the process that have not been produced. When viewed from the current conditions, the vestyna application of PT XYZ is still very minimal in monitoring issues and documentation for each activity and process. 4. The target capability level expected by the company is at level 3 (established). Analysis gap shows that most COBIT 5 processes have a gap of 2 levels. Therefore, to achieve the expected target, a recommendation is made to improve these processes by referring to the best practices http://www.iaeme.com/IJMET/index.asp 1473 editor@iaeme.com
Evaluation of the Implementation Process and Support on the Vestyna Application suggested by COBIT 5. The main recommendations include regular communication between the vestee computer and partners to convey the values of each project existing, making Standard Operating Procedures (SOPs) for the entire project from the type of project to revenue calculation, periodically monitoring and reporting and documenting all activities related to the application of the vesty to written and oral documents. REFERENCES [1] Karkoskova, S., & Feuerlicht, G. (2015). Extending MBI Model using ITIL and COBIT Processes. [Journal of Systems Integration],6, pp. 29–44, [2] Bernard, Pierre. (2016). COBIT 5 : A Management Guide. Van Haren Publishing [3] Menevse, B. A., & Case, S. (October, 2012). Toward Better IT Governance With COBIT 5. [COBIT Focus]. 4, pp. 2–5. [4] Alworth, Jonathan. (2017). Information System Product Implementation and Support Process Maturity Analysis. 2nd Nommensen International Conference on Technology and Engineering. [5] ISACA, 2012. Enabling Process COBIT 5 [6] Harefa, Kalvin. R. P. (2017). Pengukuran Tata Kelola Sistem Informasi Menggunakan Framework COBIT 5 Pada PT Plaza Auto Prima (Plaza Toyota). Universitas Bina Nusantara [7] Hakim, A., Saragih, H.,&Suharto, A. (2014). Evaluasi Tata Kelola Teknologi Informasi Dengan Framework COBIT 5 Di Kementerian Esdm (Studi Kasus pada Pusat Data dan Teknologi Informasi ESDM) ;Journal of Information Systems. 2(10), 108-117 [8] Zandhessami, H, Karga, M. Hasan.(2011). Prioritization of COBIT Framework processes based on Sazehgostar Saipa's Information Technology Strategies.[Asian Journal Of Management Research], 2(1). [9] Al-Ammary, Jaflah., Mohammed,Zainab., Omran, Fatima.(2016). E-Learning Capability Maturity Level in Kingdom of Bahrain. [TOJET: The Turkish Online Journal of Educational Technology]15(2) [10] ISACA. 2013. COBIT ® Process Assessment Model (PAM): Using COBIT ® 5 [11] ISACA. 2013. COBIT: A Business Framework for the Governance and Management of Enterprise IT. http://www.iaeme.com/IJMET/index.asp 1474 editor@iaeme.com