Transcript Slide 1

The world we live in
Challenges
Staff
Technology
Budgets are tight
Business-IT alignment
IT’s reputation with the business
Legacies – organisational & personal
Business needs constantly evolving
So how should we respond?
Maybe we need a radical rethink about the role and structure of
IT/IS!
Think IS – Information SERVICES
Get the business to focus on value not cost
Focus internally on process & people not just technology
Break down the barriers between IS & the business & within the
IS department
Invest in Service Management
Developing successful solutions
Think service
Understand the drivers
Get business buy-in
Understand the building blocks
Use them sensibly
The consumer has expectations
You need resources to meet them
Things will go wrong
Change is natural
A Suggested Range of IT Services
Strategy
& Architecture
Well-Defined Activities
with a
Wealth of Reference Material
and
Well-Established
Performance Measures
and
Minimal Uncertainty
Portfolio Management
Program & Project Management
Fuzzy Activities
with a
Body of Conflicting
Reference Material
and
Unclear
Performance Measures
and
Some Uncertainty
Application Development/
Application Maintenance
Infrastructure Management
Service Desk / Help Desk
Mainframes / Servers
LAN / WAN
Desktop
Mobile
Critical Issues of IT Management
Considering all the issues of IT management, we have identified the following
as critical issues:
– Environment
Today IT manager must manage a decentralized, end-user-focused environment.
– Role
The current IT manager, instead of serving as the technical custodian of computer
hardware entities, now functions more like an agent between IT resources and end-users.
– Expanding Focus
The IT manager must understand the global issues of the business and its customers, as
well as have a comprehensive knowledge of global IT management. IT has expanded on an
international level and, as such, the present focus is now on matters that are more global in
nature. The influx of technology into nearly every country has opened a cross-cultural
window into other nations that, to this point, was unavailable.
– Integration
In a given organization, the IT department is no longer strictly a separate function, rather,
it is an integrated function of all departments.
– Increased Risks
IT managers must be knowledgeable enough to effectively deal with greatly increased
security risks brought about by the integration of technology.
– Inadequate Preparation
Business schools continue to graduate students lacking basic knowledge in IT
management.
Structure
Governance Methods
CMMI
TOGAF
ow
Kn
ics
T op
s
in
ic
Qu
Ai
ds
Qualifications
kW
Sc
a
lab
ilit
y
Service
Transition
Co
n
Im tinu
pr al
ov S
em erv
en ice
t
Spe
cialt
y
Templates
ITIL
on
cti
du
ice
erv
l S nt
ua eme
in
nt rov
Co Imp
o
ntr
St
ud
y
SOX
ie s
Service
Operation
eI
tiv
cu
M_o_R
ISO/IEC
20000
Service
Strategies
e
Ex
COBIT
nm
en
t
Service
Design
PRINCE2
SOA
Al
ig
d
Stu
PMBOK
Continual Service
Improvement
rd
s
se
Six Sigma
&
nd
a
Ca
eTOM
l
ed
ge
Sk
St
a
s
ill
Certified
Training
ISO/IEC
27001
ISO/IEC
19770
“The significant problems we face cannot be
solved by the same level of thinking that
created them.” … Albert Einstein
The internal IT tools mess
Plan
Enterprise
Architecture
CMDB
Project/program
portfolio
Project
management
Operations
framework &
metrics
ERP
for IT
Element
management
Ma
g
na
Bu
il
e
d/e
ETL
CASE tools
(Modeling, SCM)
Metadata
repository
Application
portfolio
vo
l ve
Origins of ITIL (IT Infrastructure Library)
Founded in the United Kingdom
Office of Government Commerce (OGC)
• Created by CCTA (now part of OGC)
• Promote Sound IT Management Practices
• Information Technology Infrastructure Library
Best Practice Framework
• Over 14 Years of Practical Usage
• Recently Refined and Updated
• International User's Group
To date, the only comprehensive, non proprietary,
publicly available guidance for IT Service
Management
Standards
CoBIT
ITIL
Six Sigma
Structure & Roles
Metrics
Processes & Practices
Technology
Controls
People
Balanced
Scorecard
ISO 9000
*White Paper, “HP Service Management Reference Model”
CMMI
Our Project Scope
Global Fortune 100 Company
Align all Tier 2 Suppliers to ITIL Model
– Application Development
– Data Center Management
– Local Desktop Management
– Telecommunication Management
All organizations would electronically bond all
aspects of IT infrastructure
Business Constraints
Overall Support Model
Service Delivery
– Universal Service Desk
– Request to Pay
Run the Business
– Pricing
– Billing
– Catalog
Service Assurance
– Universal Help Desk
– Service Level Agreements
– ITIL Modules
• Interlinking among all
incidents
• Trouble
• Problem
• Change Management
– Enterprise Operations
Management
Approach
All Service Assurance has to communicate
through the Integration Management
Application (IMA)
A Domain Model will be defined to determine
how all suppliers will interact with the IMA
– Data Fields
– Transaction Types
– Communication Protocols
– WSDL layouts
Skill Sets
Program Manager
– Business Acumen
– Understood tools
– Big Picture
Project Manager
– My team was
implementation focused
– Coordinate schedules
within multiple
organizations
– Strong Execute/Control
Business Analyst
– Understood business
processes
– Understood tool function
– WSDL
– Gap analysis
– Acceptance of cultural
differences
– Good requirements
– Test plans
Program Manager Roles
Identify all the components
Identify lists of tools needed to support the model
– Systems Architecture
– Business needs
– Define a roadmap of projects to create the tools
Development
Implementation
Process
Tools for Managing the Program
– Integrated Program Management System
– Structuring projects to roll up to program
Governance
– Issue Tracking
– Defect Management
– Change Management
Critical Path – coordinated schedules
Program Manager Role ctd.
Define Individual Projects to support program
– Interdependencies (Multiple Organizations)
– Schedule
– Capabilities
Coordinate through customer program manager
– Multiple Organizations
– Capabilities
Business Case stuff
Reporting (multiple consumers of common data)
Define Scope of the project
Organization specific
– Development, Test
– Delivery, Implementation
– Business Process
Obtain Commitments
PMBOK Guide Compliance
PMBOK ® Guide Framework
Project Management Process Groups.
1. Initiation.
2. Planning.
3. Executing.
4. Monitoring and controlling.
5. Closing.
Across all
organizations.
Project Management Knowledge Areas.
1. Integration Management Ties it all together.
2. Scope Management.
6. Human Resource Management.
3. Time Management.
7. Communication Management.
4. Cost Management.
8. Risk Management.
5. Quality Management. 9. Procurement Management.
BA Roles
Tool capability
Gap Analysis
– What existing tools can do
– What the customer needs
– What needs to be developed
Complete Understanding of the Domain Models
Interdependences among tools and IMA
Requirements
– Individual application capability
– Mapping fields to Domain Models
Interdependencies
– Incident becomes a Problem
– Incident drives a change
Use Cases
Testing requirements
USE Case Development
PM
– Assemble all critical organizations
– Coordinate Joint Development Meetings
BA
– Provide State Diagrams
– Document the USE Cases
– Drive requirements / test plans based on use case
Domain Model Acceptance
PM
– Coordinate with customer IMA owner
– Business Rules / Business Requirements
• Scoring on RFC (Request for Change)
• Interface with development
– Scale work for the business
BA
– WSDL technical fit
– Technical Rules
– Interaction of all impacted systems
Development / Testing
PM
– Control and execute
• Issue management
• Schedule upkeep
– Status, Report, Keep the execs informed
BA
– Subject Matter Expert
– Analysis of issues
– Test owner
Implementation
PM
– specialized customer implementation PM
– Insure all organizations are aligned
– Dependency on development capability
– Juggle the time gaps
BA
– Integrated end-to-end testing
– Trouble shooting