allstate- cathy kirch- release -final

© 2008 Allstate Insurance Company

Cathy A. Kirch

14th Annual InternationalIT Service Management

Conference and Exhibition

Release Management:

In Good Hands

ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.2

AgendaAgenda

• Allstate Insurance at a Glance

• Allstate Journey to IT Service Management• Why Release Management was selected • Assembling an Enterprise team • Project planning to build a process• Early wins and defined measurements• Future plans with continual improvement


• The nation's largest publicly held personal lines insurer

• A Fortune 100 company, selling 13 major lines of insurance, including auto, property, life and commercial

• Corporate headquarters in Northbrook, Illinois• 2007 revenues more than $36 billion• Insures 17 million households in the U.S. and

Canada • Encompasses more than 70,000 professionals with

operations in 49 states and Canada• Technology operations located around the globe

Allstate Insurance at a Glance


Allstate Insurance at a GlanceAllstate Insurance at a Glance

Allstate’s Technology Environment

• High-Speed Networking• Integration Architecture• J2EE and .Net• Large Scale Networks• Message Brokering• Performance Management• Rich Media Management• Service Oriented Architecture• Unix, Windows and Mainframe platforms• Web Content Management• Web Services

• Advanced Analytics• Business Process Management• Capacity Planning• Data Warehousing• Document Imaging• Enterprise Content Management• Enterprise Databases• Enterprise Information Integration• ETL (Extract, Transform, Load) Tools• Financial Applications• High-Availability and Disaster Recovery

• Multiple operating systems • Multiple technology platforms • Multiple database systems

• 6,000+ IT professionals• 5,000+ software applications• 100,000+ desktop computers supported

Applications and Services


AgendaAgenda

• Allstate Insurance at a Glance

• Allstate Journey to IT Service Management

• Why Release Management was selected • Assembling an Enterprise team • Project planning to build a process• Early wins and defined measurements• Future plans with continual improvement


Easier Navigation

Where do we go

for what we need?

IT Service Management at Allstate

Lower CostWhere is the value?

Increase Speed Can we deliver faster?


2008 - BSM How can we leverage our Enterprise goal to adopt ITIL and

to increase availability? How do we role out ITSM tool with 5000+ users active? Are all problems created equal? Where are we?

2004 - SMCOE How do we build the Process behind the Process? Red to green – can we improve Incident Classification? How do we define Education & Training program in IT?

2005 - ITSM @ Allstate

How do we build the process with governance built in? What does standard documentation look like? How do we create process policies?

2006 - ITSM @ Allstate/Availability Mgmt

How do we implement a process with the end in mind to become defined and documented?

What does Business Service Management (BSM) organization look like?

2007 - Availability Management

How do we conduct an enterprise role out of change? How do we introduce a Service Catalog? What is the right ITSM tool with our complexity?

ITIL – Key Questions on the Journey

Allstate Journey to IT Service Management

2009 - BSM How do we survive the economy?


Check

Governance

Continuous Improvement

Check

Governance


The

BusIness

The

Technology

Planning to Implement Service Management

Applications Management

The BusinessPerspective

ICTInfrastructureManagement

ServiceSupport

ServiceDelivery

SecurityManagement

Statement Weight Weight

Level Compliance Contribution Value 1 ITIL / CobiT Process 10 4 0.00 10

1 1.00 1.00 1.00 2 Process and Practices 10 4 0.00 10

2 1.00 1.00 1.00 3 Internal Control Assurance 10 4 0.00 10

3 0.00 1.00 0.00 4 Process Compliance (External) 10 4 0.00 10

4 0.00 1.00 0.00 5 Process Metrics 10 4 0.00 10

5 0.00 1.00 0.00 6 Process Quality Management 10 4 0.00 10

Maturity Level = 2.0 7 Marketing & Communications 10 4 10.00 10

8 Training and Education 10 4 0.00 10

9 Technology and Automation 10 4 0.00 10

10 ITIL Process Dependencies 10 4 0.00 10

11 0 0.00 0

4 12 0 0.00 0

Configuration Management

Process NameAllstateMaturity Level Assessment

0.00 1.00 0.00 1.00

Com

plia

nt

Com

plia

nt

Not

Com

plia

nt

Not

Com

plia

nt

Mat

uri

ty L

evel

3

Maturity Level Calculation

Use ticks 4 for compliance value (4 on the keyboard)

•Current State assessment •Processes Behind the Process created•Training council formed•Trained 3 ITIL SM •Initial CobiT mapping•1st IT Project Mgmt Office created•Roadmap created•Maturity Approach Defined •Migrated to USD 6.0

10 ProcessesIn scope

4 Core Active:IM, ChgM,CFM, SLM

Year 1

ITSM COE

Year 3

10 Processes In scope6 Core Active

IM, ChgM, Prblm, CFM, SLM, CapacityM

•SLM/IM deliver Standard Prioritization •Change Reaches ML Defined & Documented•Chg & CFG integrate for Status Accounting•SML/IM SPS•Trained 2 ITIL SM’s

Year 2

10 ProcessesIn scope

6 Core Active:IM, ChgM, Prblm, CFM, SLM,

CapacityM

•Create Process with Compliance Built-in•Standard Documentation•Allstate Financial Assessment & EnrollmentProcess Mgmt teams created•Maturity Levels established•Trained 2 ITIL SMs

ITSM COEITSM COE Formed



During 2008 establishment of ITIL adoption and HP tool replacement were the primary focus. Ending 2008 a maturity assessment was conducted for all processes.

Check

Governance


Check

Governance


Year 5Year 4 Year 6

•ITIL Project of the Year •Allstate Technology & Operations Goal•SM Tool replacement•ITIL Adoption assessment•Big year in E&T across the organization•Processes assessed

5 ProcessesIn scope

4 Core Active:IM, Prblm, ChgM, CFM

Availability & BSM align

Service Lifecycle In scope8 Core Active: IM, ChgM, Prblm, CFM,

SLM, Service Catalog, Request Fulfillment, ITSCM

ITSM @ Allstate

•IT AVP receives Case Study of the Year•Enrollment projects•Gap closure projects•Maturity assessment•Final wave for E&T across the organization

ITSM PSE

•ITIL Practitioner of Year•Allstate becomes a Practitioning Company•APT Enrollment Change •Tool Evaluation•IM PM Integration using 6 Sigma•Introduced ITIL V3•Trained 3 ITIL SM

4 Core Process Focus4 Core Active:

ChgM, IM, Prblm, CFM3 addtl. Added: CapacityM,

ICT-deployment, SLM



0

1

2

3

Year 2 Year 3 Year 4 Year 5 Year 6

Initial

Repeatable

Defined

Config

Incident

Problem

Change

New Service New Service Management tool Management tool

launchedlaunched

Enterprise Enterprise Enrollment in Enrollment in

ChangeChange

• We’ve made significant progress within Change and Incident Management

• Problem Maturity is dependent upon progress within Incident Management

• Process Maturities were affected by expansion of scope within the Enterprise

execution and the introduction of new technologies



AgendaAgenda

• Allstate Insurance at a Glance• Allstate Journey to IT Service Management

• Why Release Management was selected

• Assembling an Enterprise team • Project planning including approach used, scope,

assessment results, and key deliverables• Early wins and defined measurements• Future plans with continual improvement


Change Management – What is it?What is Change Management?

The goals of change management are to:•Respond to the customers changing business requirements while maximizing value and reducing incidents, disruption and rework•Respond to the business and IT requests for change that will align the services with the business needs.

Definition - Change Management process is to ensure that changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner.


Release Management – What is it?

What is Release Management?The goal of Release Management is to deploy releases into production

and establish effective use of the service in order to deliver value to the customer and be able to handover to service operations.

• It takes a holistic view of changes to an IT service and ensures that all aspects of a release, both technical and non-technical, are considered together

• Release Management works closely with Change Management while it builds, tests and delivers the capability to provide services

Release definition: A collection of hardware, software, documentation, Processes or other components required to implement one or more approved Changes to IT Services. The contents of each Release are managed, Tested, and Deployed as a single entity.


Enterprise Release Management Value to the Business: This project aligns with the strategic plan to accomplish some key Corporate objectives:

Thrill our Customers:• Improved Speed of Delivery• Improved Quality of Services• More Accurate Delivery Dates• Changes are realized faster, cheaper and with

fewer risks• Operational objectives supported better• Create the foundation for focused Availability

improvements

For our employees:• Greater efficiencies on teams with consistent

approach to release management• Improved implementation approach with consistent

and traceable requirements for audit and legislation• Consistent delivery resulting in fewer documents to

maintain• Improved quality of delivery resulting in less rework

Why Release Management was selected



Positive effects of aligned release processes

Technology Costs are cut

Unplanned work and rework costs disappear

ANI receives less formats of the same work

How do we trace all of the releases moving forward?

Create one, holistic picture of release management activities

Create baseline measurements to tie back to a standard Release Management Policy

Improve Customer Service

When will I get my business changes?

What are the risks? Was it tested?

Is it documented?

What is the plan for the year?

What changes will I see?

Consistent Communications

Create a common release policy

Enterprise planning and implementation align across organizations



AUDIT


√ √ √ √ ↑ √

√ ↑ ↑ ↑ ↑ ≠

√ ↑ ↑ ↑ √ ↑

√ √ √ √ √ √√ √ √ √ √ √

a. Identifying scope and content of an approved change, and the release requirements for successful deployment.

c. Prioritizing, planning, and scheduling release activities.

II. Release Planning

b. Performing a risk assessment for the release and gaining signoff from the appropriate groups.

d. Liaising with experts and interested parties to determine the required resources and strategy for the release.e. Documenting and tracking all release planning activities.


AUDIT

√ √ √ √ ≠ √III. Release Building

a. Ensures the release package is updated to the CMDB as a pending release package and any script is added to the DSL.


Why Release Management was selectedAUDIT


AgendaAgenda


• Why Release Management was selected • Assembling an Enterprise team • Project planning including approach used, scope,

assessment results, and key deliverables• Early wins and defined measurements• Future plans with continual improvement


Assembling an Enterprise Team

Questions to Ask:

• Who does the releases?

• Are there key roles who decide go/no go?

• How many organizations exist?

Primary Business

HR

Financial

Infrastructure Shared Services

• How do you allocate resources to projects?

Notification of Involvement

• How do you plan a team introduction?

Project Kickoff

• What schedules will you work under?

Remote workers?

Multiple time zones?


AgendaAgenda


• Why Release Management was selected • Assembling an Enterprise team • Project planning to build a process• Early wins and defined measurements• Future plans with continual improvement


Project Planning to build a process

What is our Approach? Facts: Our Audit is aligned to ITIL & Cobit Our Audit identified 16 deliverables that would enhance Availability

if delivered consistently Our Audit can become our key driver to build the plan

1. Define the Scope with a Charter2. Internalize the Audit- what are the 16 artifacts?

• Meet with Audit and clarify definitions and understanding3. Define the key deliverables based on the Audit

• The Audit deliverables are your input to the work breakdown• Create a work breakdown chart• Seek out best in class artifacts that exist today

4. Build your plan with dates/ resources and commitment


1.5User

Procedures

Enterprise Release Management

1.0

1.3Enterprise

RM process

1.1Release Inventory

1.1.2-1.1.4DMEA

1.1.1AFT

1.1.5Investments

1.1.6CTS

1.4Policies &

Procedures

1.1.7IS

1.1.8Product

Technology

1.3.1Create/ Maintain Release Process

1.3.1.1Plan & Design

1.3..1.6Verification

1.3..1.4Distribution

& Rollout

1.3..1.3Training

1.3.1.2Build & Test

Doc #AppsDoc #ProcessDoc #ReleaseGather “Best” Docs

Doc #AppsDoc #ProcessDoc #ReleaseGather “Best” Docs

AcceptancePilot

1.4.1Assess

1.4.2Plan & Design

1.4.7Verification

1.4.5Distribution &

Rollout

1.4.4Training

1.4.3Build & Test

Comm Plan

1.4.6Backout

1.5.1Assess

1.5.2Plan & Design

1.5.7Verification

1.5.5Distribution &

Rollout

1.5.4Training

1.5.6Backout

1.2Release

Deliverables

1.2.1Plan & Design

1.2.5Verification

1.2.4Distribution &

Rollout

1.2.3Training

1.2.2Build & Test

2A, 2B, 2C, 2D2E, 4A, 6A

3A, 4B4D

6B

4C, 5A, 5B, 6C

6D

1A

1C

1E

1F

1G

1.1.9 BSM1.1.10 ISG1.1.11 ETS

1.4.3Build & Test

Project Planning to build a process


Project: Enterprise Release ManagementEnterprise adoption of ITSM framework for Release ManagementProject Sponsor: Mike Sparks PM: Celeste Fontano

6/05

Status as of Week Ending: 06/19/2009

Issues and Risks

ID Description H/M/L Point Person Target Date Status

RM Project Team resource availability - Risk M Celeste Fontano

Data Center Migration - Risk H Celeste Fontano

Technology Resource not assigned - Issue H Celeste Fontano

HP Tool Development if needed $$ - Risk H Cathy Kirch

Key Accomplishments Upcoming Activities

• Approved WBS deliverables with project team• Scheduled Phase B: Facilitated Process Sessions for July

• Complete release inventory for Phase A: Audit due 6/19• Gather Area release process for Best practice due 6/26• Complete project communication plan• Review Project tasks – 6/22• Assign project tasks – Week 6/22• Assign track leads for deliverables- 10 of 15 complete – 6/22

On-Track R YPossible Delay DelayedStatus Not Started

Project Schedule

Milestone Status Target Completion Date % Completion

Completed high level deliverables & WBS 6/12/09 100

Deliverables Defined & Approved 6/16/09 100

Planning Phase Complete 7/31/09 71

Execution-Phase A: Audit Remediation Response 7/31/09 28

10%

6/19Overall Project Status

G G

6/12


AgendaAgenda


• Why Release Management was selected • Assembling an Enterprise team • Project planning to build a process

• Early wins and defined measurements

• Future plans with continual improvement


Early Wins & Defined Measurements

Value to the Business

Effective Release and Deployment Management enables the service provider to add value to the business by:

• Delivering change, faster and at optimum cost and minimized risk• Assuring that customers and users can use the new or changed

service in a way that supports the business goals• Improving consistency in implementation approach across the

business change service teams, suppliers and customers• Contributing to meeting auditable requirements for traceability

through Service Transition

CSI Step 1:

Define what you should measure


Value Metrics- So WHAT?

•Questions to ask when preparing an implementation project:•What Can I measure?•Can I deliver this in the first project?•Can I deliver in the future by creating the necessary fields to capture a baseline?

Improving consistency in implementation approach across the business change service teams, suppliers and customersContributing to meeting auditable requirements for traceability through Service Transition•Assuring that customers and users can use the new or changed service in a way that supports the business goals•Delivering change, faster and at optimum cost and minimized risk

Early Wins & Defined MeasurementsCSI Step 2:

Define what you can measure


Early Wins & Defined MeasurementsEarly Wins

How do I measure for an Early Win?

Improving consistency in implementation approach across the business change service teams, suppliers and customers



Excerpt from IEC – Debunking ITIL



Operational Metric: The metrics under this category will determine how fast (performance/efficiency) and how well (quality) the process is getting executed. These metrics will be used for CSI and reporting to key stakeholders

Delivering change, faster and at optimum cost and minimized risk

Defining the measures for the future

Creating Operational Metrics


AgendaAgenda


• Why Release Management was selected • Assembling an Enterprise team • Project planning including approach used, scope,

assessment results, and key deliverables• Early wins and defined measurements

• Future plans with continual improvement


Future Plans with CSI

What is the Vision?What is the Vision?

Service & Process Improvement Projects

Service & Process Improvement Projects

Defined & Documented

Defined & Documented

BaselineAssessment

BaselineAssessment

Where do we want to be?

Where do we want to be?

How do we get there?How do we get there?

Did we get there?Did we get there? BaselineAssessments

BaselineAssessments



Where are we now?Where are we now?

How do we keep the momentum

going?

How do we keep the momentum

going?



Enterprise Portfolio Management

ImplementBuildDesignPlanningInitiationDemand Test

Plan & Design Build & Test Training Implement Backout Verification

Enterprise Portfolio Management & Enterprise Release Management mapped together

The lifecycle of a project

The lifecycle of a release




The Release Management (RM) Process is applied in various manners among groups

Much of RM is incorporated into the Software Development lifecycle

There is no central repository for process documentation, repositories are owned locally

RM is not integrated with the change process

Many tools are used based on technology supported

Early Life Support or training of support staff is not a concept that is generally used

Release schedules are published

Back out, test, and release plans are not normally provided

Business sign off not as a rule required

Roles are documented but not applied the same way across the enterprise

There are no process metrics

Where we are now

Develop a flexible process that can be utilized equally across the enterprise with a central repository

Use early life support and train support staff before a release is deployed

Develop and implement templates for back out, test and release plans

Identify key process roles including process owner and process lead

Create functional requirements and standards for toolset selection to support process polices

Define the necessary polices to govern the process

Monitor and report key process metrics

Where we want to be

Moving the needle – Develop enterprise polices, process and standards0 1 2 3 4 5


Release Verification

7.0

ReleaseBackout

6.0

End go to 1.0

Release Build & Test

3.0

ReleaseTraining

4.0

Release Plan & Design

2.0

Begin

Change Management

Incident Management/Service Desk

Configuration Management

Project Management Framework –

SDLC

Release Management

Release Distribution &

Rollout5.0

ReleasePolicy

Compliance

Education & Training

Metrics & Measurements

Communication

Problem Management

1.0Maintain Release

Process

Feedback for CSI8.0

Roles & Responsibilities


© 2008 Allstate Insurance Company37

Questions?

Cathy A. Kirch

Allstate Insurance CompanyProcess Consultant

2007 Project of the Year 2006 Practitioner of the Year

V3 ITIL Expert & CSI Designation, V2 Service Manager & Practitioner

[email protected]

allstate- cathy kirch- release -final

Documents

availability management

service management conference

exhibition release management

registered trade mark

office4 allstate insurance

globe allstate insurance

glance allstate journey

enterprise role