Transcript TSD ITSM Self-Assessment & Roadmap Development Visioning

OPS ITSM Planning Workshop
Summary of Outcomes
December 15 & 16, 2003
January 12, 2004
DRAFT – Work in progress (OCCTO)
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Workshop Participants – Day 1
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January 12, 2004
Office of the Corporate Chief Strategist
Consumer and Business Services
Secretariat, Public Sector CIO Council
Transportation Cluster
Technology Strategy & Controllership, Justice Cluster
Performance Management & Evaluation, Justice Cluster
IT Strategic Planning, Justice Cluster
Service Implementation, Justice Cluster
ITSM Strategies and Change Management, Office of the Corporate Chief
Technology Officer
DRAFT – Work in progress (OCCTO)
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Why are we here?
All of us have a stake in an effective OPS ITSM
strategy and implementation roadmap.
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January 12, 2004
Confirm commitment to an enterprise/federated model for ITSM.
What are the priority needs regarding ITSM?
What are the critical areas where we need to be aligned?
What specific initiatives or areas offer opportunities to make
progress?
How do we make this happen? What is required?
DRAFT – Work in progress (OCCTO)
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The OPS ITSM framework
based on the HP model
Business-IT
Alignment
Service Planning
IT Strategy & Arch Planning
Customer Management
IT Business Assessment
Service Planning
Security Management
Availability Management
Capacity Management
Cost Management
Operations Bridge
Incident Management
Operations Management
Problem Management
Service Delivery
Assurance
Service Level Management
Change Management
Configuration Management
Release to Production
Build & Test
Service Design & Management
January 12, 2004
DRAFT – Work in progress (OCCTO)
Service Deployment
& Development
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ITSM Workshop Results
January 12, 2004
DRAFT – Work in progress (OCCTO)
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• Business planning is not a separate exercise from IT planning
• Investment/disinvestment in IT is made from a service planning/value
perspective
• ITSM/ITIL is an essential required component of government business cases
• Business & IT have a common value proposition for ITSM
• ITSM deliverables are in business plans not just performance Contracts
• ITSM reflected in DM performance plans
• Sustainable funding model
• ITSM mandated, required, funded, in place, understood, aligned & seen as
fundamental to value proposition
Effective EnterpriseWide Business Driven
Planning Processes at
Strategic, Tactical &
Operational Levels
• Business benefits of investments are routinely
identified, monitored & realized
• We have customer-valued end-to-end service
measures even with multiple service providers
• IT service desks will be linked to public customer
service contact centers
• Ontario government is a leader in innovative
service delivery initiatives within & across
jurisdictions as a result of SM excellence
We Achieve &
• ITSM is “federated”; common approaches &
Effective
Can Demonstrate
practices across jurisdictions & across
Governance & Known
channels
Customer
Repeatable Process to
• There is a common way to describe &
Outcomes
measure ITSM across clusters/OPS to
Manage Complex
support planning & strategy development
Service Environment
• Majority of change is planned/managed
change, few surprises
• We have standard service metrics across
gov’t
• Frequency of change is reduced ie. quarterly
releases & annual infrastructure builds
A Skilled
• All contracts with external service providers
Workforce That
have ITSM components
Appreciates ITSM
Effective,
• Continuous improvement program in place
And Is Responsible
Accessible Common
across gov’t
to Effect It
Tools Automate
• Business “IT decision making” supported
Planning & ITSM
through effective governance structures
• A multi-jurisdictional CAB is formed & meets
quarterly
ITSM Program Office to
• Change management check-points are part of
Work
with HRSE to Develop an
all project plans
ITSM
Communication Plan (4)
• New IT services align with existing mature
Define Procedural & Reporting Standards
ITSM processes
• Exceptions to the defined ITSM processes
That Allow End-to-End Cross-Jurisdictional
are discouraged
Management (6)
• ITSM processes are customer driven
• Stable production environment, reduced
support cost/effort
• Enhanced support capacity w/o extra
cost through “in-context” embedded
application support
• Actionable information available to
business
• Benefits of disciplined ITSM practices
recognized & resourced
• Customer experience in interacting with
government is seamless & positive
• Stable, sustainable, supportable IT
environment & solutions
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• ITSM/ITIL is a core competency for
IT Staff in the OPS
• Competency profiles reflect ITSM
• Business managers understand ITSM
Too
4.Translate the ITSM Roadmap into Technology
Roadmap requirements Driven by Information Needs (6)
3.Establish an ITSM Advisory Council (6)
2.Broaden & Define the Scope of CCAB Within the Enterprise
Change Management Process (7)
• We have standards for ITSM toolsets & a migration strategy
• ITSM is fully integrated with IT
operations & infrastructure
• Tools are available for all ITSM
processes (ie. CMDB, BI/reporting,
Chg Mgmt....etc.)
• OPS-wide asset mgmt plan, asset
cataloguing tools provide current
accurate view of infrastructure
• Have ability to push fixes to the
desktop
• OPS-wide change calendar accessible
for business planning purposes
• Business case information
provided to clusters (mandate,
corporate project tie-in, ROI)
• No need for ITSM because all
is automatic and self-serve
1.Establish a Set of Priority ITSM Processes & Define Standard Portable
Elements for All ITSM Processes (12)
Six Bold Steps
January 12, 2004
DRAFT – Work in progress (OCCTO)
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OPS ITSM Game Plan
TEAM/
RESOURCES
• Program Owner
Patti Kishimoto
• ITSM Advisory
Council, Once
Formed
Short-Term 0- 3 months
Mid-Term
3–9 months
Long-Term
9–12 months
1.Establish a Set of Priority ITSM
Processes & Define Standard
• Identify ITSM
• Define governance of
• Create a service
Portable Elements for All ITSM
roadmap key messages
lifecycle of change
focused
Processes
•
Draft
OPS
“SM”
• Establish an OPS
• Define remediation &
information
stakeholder
collaborative council to reporting aspects
model that maps
2.Broaden & Define the Scope of
engagement &
share accountability for • Agree on scope for
to the defined
CCAB Within the Enterprise
communication
plan
definition, evolution &
change management
processes
Change Management Process
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Engage
HRSE
to
activation of ITSM
• Identify a value based
• Identify key touch points
refine/action
• Create formal terms of & integration points
information model to support
3.Establish an ITSM
communication plan
reference & identify
strategic decision making
• Revisit CCAB membership
Advisory Council
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Research
service
membership
• Identify key info exchanges
(ensure representation &
quality
program
for
• Secure ITELC approval & role clarity)
across ministries, clusters, levels
4.Translate the
linkages and/or
buy-in of council
of government (provider-chain)
ITSM Roadmap into
opportunities
• Leverage CCAB as demonstration showcase to gain
• Identify high-level technology
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Establish
scorecard
&
Technology Roadmap
support of, & awareness to, the ITSM approach
requirements to support infoprogress monitoring models (service, value, exchanges)
requirements Driven
• Develop definition approach (how to define process
and activate a
by Information
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Identify
areas
requiring
standards
full suite?)
repeatable agreed
Needs
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Develop
standards
• Prioritize processes for further definition & adoption
method to gauge
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Drive-out
procedural/top• Create an OPS agreed & recognized work reference
5.Define Procedural &
maturity progress
level data-model through
model
• Leverage CCAB &
Reporting Standards That
reporting
• Ensure portable elements are clearly defined
federated change
Allow End-to-End Cross&
procedural
standards
• Perform stakeholder analysis & develop mgmt plan
process to define
Jurisdictional Management
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Perform
impact
• Develop adoption strategy (scope, alignment with
procedural & reporting analysis &
other frameworks & standards: EA, PMM, Serv Def standards (include
6.ITSM Program
develop
• Establish process governance
multi-jurisdictional
Office to Work with
implementation
• Capitalize on business requirements (business driving aspects as well
HRSE to Develop an
approach
evolution)
ITSM Communication
Plan
SUCCESS
FACTORS
Resources to
Support 1x &
Ongoing
(Development &
Delivery)
CHALLENGES
• Churn & Distraction
January 12, 2004
Early &
Successful
Creation of
Collaborative
Council
• Alignment with CrossJurisdictional
Initiatives
Buy-In from
DMCOT of
ITSM Program
as Key Enabler
• Need to Survive
First 3 Months
Translation of
DMCOT & ITSM
Program Support into
Transformation &
Cluster Initiatives
• Enterprise Initiatives
Require This Fast
DRAFT – Work in progress (OCCTO)
Early Adoption by
Corporate Common
Service Providers
(iSERV, SSB, CAC,
ITSD…etc.
Ownership
• Turning This into Action
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