The Three Rings: Continual Improvement, Change Enablement, Program Management

The Three Rings: Continual Improvement, Change Enablement, and Program Management in COBIT 2019 Foundation

Understanding the Three Rings Implementation Model

The Three Rings model is a fundamental concept in COBIT 2019 that represents the essential components required for successful enterprise governance and management of information and technology. This model serves as the backbone for implementing effective IT governance frameworks within organizations.

Why The Three Rings Model Is Important

The Three Rings model is critically important because it:

• Provides a holistic approach to IT governance implementation that addresses all necessary dimensions
• Ensures organizations don't focus on isolated governance elements but instead adopt an integrated strategy
• Creates a sustainable foundation for achieving organizational objectives through IT
• Helps organizations transition from reactive IT management to proactive governance
• Enables organizations to balance competing demands of improvement, change, and operational stability
• Reduces the risk of implementation failure by addressing interconnected governance needs simultaneously

What Are The Three Rings?

The Three Rings model consists of three equally important and interconnected components:

1. Continual Improvement

Definition: Continual Improvement focuses on the ongoing assessment and enhancement of an organization's governance and management practices to ensure they remain effective and aligned with organizational objectives.

Key Characteristics:

• Involves regular evaluation of current state against desired future state
• Uses metrics and measurements to identify improvement opportunities
• Incorporates lessons learned from past experiences
• Drives organizational maturity and capability enhancement
• Creates a culture of learning and adaptation
• Focuses on incremental and breakthrough improvements

Core Elements:

• Performance measurement and monitoring
• Benchmarking against industry standards
• Identifying gaps and improvement areas
• Prioritizing improvements based on business impact
• Implementing improvements through structured programs

2. Change Enablement

Definition: Change Enablement encompasses the processes, capabilities, and organizational readiness required to successfully implement changes in governance and management practices.

Key Characteristics:

• Recognizes that change is necessary but challenging
• Focuses on building organizational capacity to absorb change
• Addresses the human, process, and technology aspects of change
• Ensures stakeholder engagement and buy-in
• Manages resistance and facilitates adoption
• Creates conditions for sustainable change implementation

Core Elements:

• Change governance and oversight
• Stakeholder communication and engagement
• Training and capability development
• Resource allocation and management
• Risk management for change initiatives
• Change impact assessment

3. Program Management

Definition: Program Management involves the structured approach to planning, executing, and monitoring improvement initiatives and governance implementation programs across the enterprise.

Key Characteristics:

• Provides governance structure for improvement initiatives
• Coordinates multiple related projects and initiatives
• Ensures alignment with organizational strategy
• Manages interdependencies between initiatives
• Monitors program progress and benefits realization
• Controls program scope, schedule, and budget

Core Elements:

• Program planning and charter development
• Initiative portfolio management
• Benefits tracking and realization
• Resource planning and allocation
• Progress monitoring and reporting
• Stakeholder management

How The Three Rings Work Together

The Three Rings are interdependent and work in a synergistic manner:

The Cycle:

1. Continual Improvement identifies what needs to change and sets improvement targets
2. Change Enablement creates the conditions and capabilities necessary to implement these improvements
3. Program Management orchestrates and controls the execution of improvement initiatives
4. Results are measured, feeding back into Continual Improvement to continue the cycle

Integration Points:

• Continual Improvement provides direction; Change Enablement and Program Management provide the means
• Change Enablement ensures people and processes are ready; Program Management ensures structured execution
• Program Management tracks benefits that feed into Continual Improvement metrics
• All three rings must be equally developed for sustainable governance success

How to Answer Exam Questions on The Three Rings

Question Type 1: Identifying Which Ring a Scenario Belongs To

Strategy: Look for key indicators in the question:

• If the question mentions assessment, measurement, evaluation, benchmarking, or identifying gaps → Continual Improvement
• If the question mentions readiness, stakeholder engagement, training, organizational capacity, or adoption → Change Enablement
• If the question mentions execution, coordination, orchestration, scheduling, resource allocation, or benefits tracking → Program Management

Example Approach: When you see a question about "preparing employees for new governance practices," immediately recognize this as Change Enablement (addresses readiness and capability).

Question Type 2: Understanding Ring Relationships

Strategy: Remember the relationships:

• Continual Improvement leads to identification of what needs changing
• Change Enablement supports the implementation of changes identified by Continual Improvement
• Program Management coordinates the execution of changes across the organization

Common Question Pattern: "What is the relationship between [Ring A] and [Ring B]?"
Answer framework: One ring identifies/initiates, another enables/supports, and the third coordinates/executes.

Question Type 3: Choosing the Best Ring to Address a Problem

Strategy: Consider the organizational problem:

• If the problem is lack of direction or unclear objectives → Need Continual Improvement to assess and set targets
• If the problem is resistance to change or lack of adoption → Need Change Enablement to build capability and engagement
• If the problem is ineffective execution or lack of coordination → Need Program Management to structure and monitor initiatives

Example: "An organization wants to implement new IT governance practices but employees are resisting and lack understanding." The answer focuses on Change Enablement (building organizational capacity and engagement).

Question Type 4: Sequencing and Dependency Questions

Strategy: Remember the natural sequence:

• First: Continual Improvement assesses current state and identifies improvements needed
• Second: Change Enablement prepares the organization to accept and implement changes
• Third: Program Management executes the improvement initiatives

Dependency Rule: You cannot effectively manage a program without enabling change, and you cannot enable change effectively without knowing what improvements are needed (from Continual Improvement).

Exam Tips: Answering Questions on The Three Rings

Tip 1: Create a Mental Model

Visualize the Three Rings as interconnected circles where:

• Continual Improvement = The Eyes (sees what needs to improve)
• Change Enablement = The Heart (engages and prepares people)
• Program Management = The Hands (executes and delivers)

This helps you quickly categorize questions by function.

Tip 2: Look for Specific Keywords

Continual Improvement Keywords: assess, measure, evaluate, benchmark, gaps, metrics, capability maturity, performance, analysis, current state, future state

Change Enablement Keywords: stakeholder, engagement, communication, training, readiness, adoption, resistance, capability, organizational change, transformation

Program Management Keywords: orchestrate, coordinate, execute, schedule, resource, budget, benefits, tracking, portfolio, governance structure, initiative

Tip 3: Use the "Why" Test

Ask yourself why the organization would do something:

• Why assess and measure? → Continual Improvement (to know where improvements are needed)
• Why engage and train? → Change Enablement (to prepare for changes)
• Why create programs and schedules? → Program Management (to execute improvements)

Tip 4: Recognize Integration Questions

Some questions ask how the rings work together. Key points to emphasize:

• All three rings are equally important and interdependent
• None can succeed in isolation
• They form a continuous cycle of improvement
• Balance is critical—over-emphasizing one ring while neglecting others leads to failure

Tip 5: Avoid Common Mistakes

Mistake 1: Confusing Continual Improvement with Change Enablement
Fix: Improvement identifies what to change; Enablement prepares for that change.

Mistake 2: Thinking Program Management is just about project scheduling
Fix: Program Management in COBIT context is about governing and coordinating improvement initiatives to realize benefits.

Mistake 3: Assuming one ring can be implemented without the others
Fix: Always remember they are interdependent and must be implemented together.

Mistake 4: Missing the organizational/people dimension
Fix: Change Enablement is often underestimated—remember it addresses the human side of governance implementation.

Tip 6: Practice with Scenario Questions

When answering scenario-based questions:

1. Read the scenario carefully for contextual clues
2. Identify which ring(s) are mentioned or implied
3. Consider what's missing or what should be done next
4. Remember the sequence: Assess → Enable → Execute → Measure

Tip 7: Understand the "Why Together" Principle

For questions asking why all three rings are necessary together:

• Without Continual Improvement: Organization doesn't know what to improve
• Without Change Enablement: Improvement initiatives fail due to resistance and lack of readiness
• Without Program Management: Improvement efforts are chaotic and uncoordinated

Tip 8: Link to Organizational Success

Remember that the Three Rings ultimately aim to:

• Improve governance effectiveness
• Align IT with business objectives
• Build organizational capability
• Achieve sustainable competitive advantage
• Deliver value through IT investments

Use this context when answering broader questions about the purpose of the Three Rings.

Tip 9: Use Elimination Strategy

If unsure, eliminate obvious wrong answers:

• Answers mentioning only measurement/assessment without action → Likely Continual Improvement
• Answers focusing on people, engagement, and readiness → Likely Change Enablement
• Answers about execution and coordination → Likely Program Management

Tip 10: Review Real-World Examples

During exam prep, create scenarios for each ring:

• Continual Improvement Example: "Company A discovers through assessment that IT processes are at maturity level 2 and need to reach level 4 for competitive advantage."
• Change Enablement Example: "Company B develops a comprehensive training and communication plan to prepare employees for new IT governance practices."
• Program Management Example: "Company C establishes a governance structure with program managers to oversee and coordinate 15 improvement initiatives over 18 months."

Summary Table for Quick Reference

Final Exam Strategy

When approaching exam questions on The Three Rings:

1. Read carefully for context clues about which ring(s) are involved
2. Identify the problem the organization is facing
3. Match the problem to the appropriate ring or combination of rings
4. Consider the sequence - improvements are identified first, then enabled, then executed
5. Remember interdependence - all three must work together
6. Focus on balance - no single ring can dominate at the expense of others
7. Think holistically about governance success through the lens of all three rings

By mastering The Three Rings model and understanding how these components interact, you'll be well-prepared to answer any exam question on COBIT 2019 Foundation implementation frameworks.