david pultorak isecon 2007 keynote: it frameworks

Bridging the Gap in Coverage of Professional Disciplines in IS Education"We know technical acumen isn't enough, so what can we do about it?"

Keynote PresentationDavid Pultorak

CEO, Pultorak & Associates, LTDFriday, November 2, 2007

ISECON 2007, Pittsburgh, PA

©2007 Pultorak & Associates, LTD. All rights reserved.

2

What we will cover

• Leading IT frameworks– Quality Management: TQM, ISO 9000, TickIT, ISO 20000,

ISO27001– Quality Improvement: eSCM-SP, IT Balanced Scorecard,

ITS-CMM, Six Sigma– Governance: AS 8015, COBIT, M_o_R– IT Management: ITIL, eTOM, ASL, BiSL, ISPL– Project Management: MSP, PRINCE2, PMBok,

IPMA Competence Baseline

• Descriptions of, including key graphics and references• Ideas for use in curricula and career development to

enable acquisition of IS people and process knowledge


3

What is an IT framework?

• Coherent set of– Standards– Guidelines– Controls– Best Practices– Concepts

• Quality Improvement model, method, or methodology

Maturity

Improve

Manage / Control

Perform

Plan Build Deploy Operate Improve

What use are IT frameworks?

• Literally “frame” the problem space – setting the stage for success– IT domain, best practices, and the competencies

that underpin them

• Key objects to be managed– Asset, service, software, process, infrastructure,

policies, budgets, accounting

• Key aspects to be managed – Financial, quality, time / speed / agility, risk,

availability, performance, customer satisfaction, compliance, learning and growth

What use are IT frameworks? (continued)

• Basis for aligning performance of IT organizations, teams, and individual IT professionals

• Defines key outcomes or imperatives for “how we do things around here” and norms for successful behavior

• Provide common models, language, and a frame of reference for aligning thinking, action, and learning – think architect and tradesman, white lines / yellow lines

• Provide a means for locating and orient themselves within the IT domain– “You are here” – in the IT lifecycle / maturity continuum


6

Caution! Frameworks and alignment

• While IT frameworks provide the basis for alignment of work in organizations, ironically IT frameworks themselves don’t align well– IT frameworks are built by different people, at

different times, for different ends– the only sort of alignment you should expect is

like that of tectonic plates– IT frameworks function more like paradigmatic

cases than universal principles as practiced in Law


• Provide a maps and a “new pair of eyes” to see what is important - think “Terminator” – heads up display– Principles, policies, practices, processes, people– Terminology, definitions and distinctions– Customers, performers, conditions of satisfaction– Triggers for action – incidents, changes, problems,

opportunities, etc.– Activities, deliverables, tools / artifacts, methods,

techniques, meetings / rituals – think “Margaret Meade”– Rules and regulations– think “Roomba”– Reporting, metrics, assessment, audit


• Basis for understanding required skills, knowledge, mindset for success

• Can be used to guide IT professionals towards specialization and to establish urgency in career development (so much to learn)

• Help curricula designers by setting the context for curricula– IT domains, practices that underpin them,

competencies required of IT professional


9

IT frameworks by type / focus

• Focus on quality standards, applied to specific IT domains

Quality Management Frameworks

• Focus on process or performance improvement vs. how-to guidance

Quality Improvement Frameworks

• Focus on how to organize the IT function – controls, organization

Governance Frameworks

• Focus on how to organize and operate IT throughout the lifecycle

IT Management Frameworks

• Focus on IT project, program, and portfolio management

Project Management Frameworks


10

IT frameworks by type

• TQM, ISO 9000, TickIT, ISO 20000, ISO27001


• eSCM-SP, IT Balanced Scorecard, ITS-CMM, Six Sigma


• AS 8015, COBIT, M_o_RGovernance Frameworks

• ITIL, eTOM, ASL, BiSL, ISPLIT Management

Frameworks

• MSP, PRINCE2, PMBok,IPMA Competence Baseline



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• Total Quality Management (TQM)• ISO9000• TickIT• ISO20000• ISO27001/BS17799


• Focus on quality standards, applied to specific IT domains


12

Total Quality Management (TQM)

• A complete management vision– Everyone in organization continuously

incentivized to fulfill wishes of internal / external customer to reach a competitive advantage

• Strives for balance: – high productivity vs. low cost vs. maximum

profit

• Also a set of tools and techniques to support the organization in the change process



13

TQMThe Plan-Do-Check-Act Cycle

Source: Frameworks for IT Management p.11 Quality Management Frameworks


14

TQM References

• www.deming.org – Deming Institute• www.efqm.com – European Foundation

for Quality Management• www.ink.nl – Quality Institute for the

Netherlands• www.iso.org – International

Organization for Standardization• www.juran.com –Juran Institute• www.kaizen-institute.com – Kaizen

Institute Quality Management Frameworks

http://www.deming.org/

http://www.efqm.com/

http://www.ink.nl/

http://www.iso.org/

http://www.juran.com/

http://www.kaizen-institute.com/


15

ISO 9000

• A series of standards to address the Quality Management Systems (QMS) within an organization – Demonstrate its capability to meet its

customers’ requirements– Certifies that an organization has carried

out the correct processes– Assists users in producing a QMS that is

flexible, structured and customer-oriented



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ISO 9000Quality Management Principles


THE EIGHT QUALITY

MANAGEMENT PRINCIPLES

Supplier relationships

Factual approach

Continual improvement

Process approach

Involvement in people

Leadership

Customer Focus

Correct implementation

of QMS


17

ISO 9000 References

• www.iso.org – International Standards Organization

• emea.bsi-global.com – BSI Management Systems

• www.aslfoundation.org – ASL BiSL Foundation


http://www.iso.org/

http://www.iso.org/

http://www.aslfoundation.org/


18

TickIT

• Practical guidance for both software development and services

• Directly tackles the problems of poor quality and poor quality management in software

• Uses ISO 9001:2000 for software quality systems construction, certification and continual improvement

• Used to define, the organization, rules and procedures for a Software Sector Certification Scheme



19

TickIT References

• www.tickit.org – TickIT website• www.irca.org – International Register

of Certified Auditors


http://www.tickit.org/

http://www.irca.org/


20

ISO 20000

• A formal standard for IT service management• Addresses the establishment and

maintenance of processes– And the mechanisms to ensure their relevance

and improvement

• Used to demonstrate compliance to accepted best practice and achieve formal certification

• Also used internally to identify targets of performance to measure against



21

ISO 20000 Plan-Do-Check-Act Model



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ISO 20000 References

• www.bsi-global.com – BSI Group website

• www.isoiec20000certification.com – ISO 20000 certification scheme website


http://www.bsi-global.com/

http://www.isoiec20000certification.com/


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ISO 27001

• Provides a model and detailed guidance for reducing an organization’s exposure to information security risk– Implemented through an Information

Security Management System (ISMS)– Closely aligned with both ISO 9001:2000

and ISO 14001:2004 (for environmental management)



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ISO27001 PDCA Cycle Implementation

Source: Frameworks for IT Management p.37Quality Management

Frameworks


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ISO 27001 References

• www.bsi-global.com• www.iso.org – ISO Standards

organization


http://www.bsi-global.com/

http://www.iso.org/


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• eSCM-SP• IT Balanced Scorecard• ITS-CMM• Six Sigma


• Focus on process or performance improvement vs. how-to guidance


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eSCM-SP

• eSourcing Capability Model for Service Providers

• Focuses on the work of service providers of IT-enabled services– Where IT is a key component of service delivery or

an enabler for delivering services

• Framework to develop and improve ability to:– Consistently deliver high quality services– While minimizing costs and risks to customers

• A reference model + capability determination methods + certification scheme



28

eSCM-SP

• Used to:– Give service providers guidance to help

them improve their capability across the sourcing lifecycle

– Provide customers with an objective means of evaluating the capability of the service providers

– Offer service providers a standard to use when differentiating themselves from competitors



29

eSCM-SPStructure

Source: Frameworks for IT Management p.76 Quality Improvement Frameworks


30

eSCM-SP References

• www.itsqc.cmu.edu – IT Services Qualification Center


http://www.itsqc.cmu.edu/downloads


31

IT Balanced Scorecard

• An instrument to:–Measure and manage IT performance– Enable alignment between the business

and IT– Help businesses drive strategies based

on measurement and follow-up



32

IT Balanced ScorecardOverview

Source: Frameworks for IT Management p.86 Quality Improvement Frameworks


33

IT Balanced ScorecardReferences

• http://www.balancedscorecard.org – Balanced Scorecard Institute

• www.uams.be/itag - IT Alignment and Governance Research Institute


http://www.balancedscorecard.org/

http://www.uams.be/itag


34

ITS-CMM

• The IT Service Capability Maturity Model• A maturity model aimed at organizations

that provide IT services– Assess the current maturity of IT service

providers against a five-level ordinal scale– Provide direction for improvement of an

organization’s IT service processes

• Structure equal to Software CMM, but contents of ITS-CMM are key process areas needed for mature IT service provision



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ITS-CMMMaturity Levels



36

ITS-CMM References

• www.itservicecmm.org – IT Service CMM website


http://www.itservicecmm.org/


37

Six Sigma

• A branding term, given to a structured, disciplined, rigorous approach to process improvement

• “Increase in performance and decrease in process variation leads to defect reduction”– Six Sigma = only 3.4 defects per million

• Aimed at vast improvement in profits, employee morale and quality of product

• Provides business with the tools to improve the capability of their business and IT processes



38

Six SigmaThe DMAIC Cycle

Source: Frameworks for IT Management p.66Quality

Improvement Frameworks


39

Six Sigma References

• www.BPtrends.com• www.isixsigma.com


http://www.bptrends.com/

http://www.isixsigma.com/


40

• AS8015• COBIT• M_o_R


• Focus on how to organize the IT function – controls, organization


41

AS8015

• Australian Standard Corporate Governance of Information and Communication Technology

• Model, principles and vocabulary to assist in implementing effective governance of the use of IT within their organizations



42

AS8015 Corporate Governance of IT

Source: Frameworks for IT Management p.98 Governance Frameworks


43

AS8015 References

• www.acs.org.au/governance• www.ramin.com.au/itgovernance• www.Standards.org.au


http://www.acs.org.au/governance

http://www.ramin.com.au/itgovernance

http://www.standards.org.au/


44

COBIT

• Control Objectives for Information and related Technologies

• Identifies 34 IT processes, grouped in 4 domains, supported by 318 detailed control objectives

• Sets out the scope and defines the activities specific areas of IT should accomplish

• Provides a uniform structure to understand, implement and evaluate IT capabilities, performance and risks– Primary goal of satisfying business requirements



45

COBIT Framework

Source: Frameworks for IT Management p.106Governance Frameworks


46

COBIT References

• www.isaca.org• www.itgi.org• www.itgovernance.com• www.infogovernance.com• www.ezCobiT.com


http://www.isaca.org/

http://www.itgi.org/

http://www.itgovernance.com/

http://www.infogovernance.com/

http://www.ezcobit.com/


47

M_o_R

• Management of Risk• Overall process to assist in the

effective control of risks– Risk assessed based on:

• Likelihood of something happening• Impact which arises if it does actually happens

• Manages risk and identify solutions• For protecting and increasing shareholder

value within the business



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M_o_RApplication in Business

Source: Frameworks for IT Management p.116Governance Frameworks


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M_o_R References

• www.ogc.gov.uk• www.ecgi.org/codes/all_codes.php• www.fsa.gov.uk/psb• www.sarbanes-oxley.com• www.bis.org/publ/bcbsca.htm• www.ogc.gov.uk/sdtoolkit/workbooks/risk/index.htm

l• www.m-o-r.org/web/site/home.asp• www.ior-institute.org• www.theirm.org• www.garp.com• www.alarm-uk.com Governance

Frameworks

http://www.ogc.gov.uk/

http://www.ecgi.org/codes/all_codes.php

http://www.fsa.gov.uk/psb

http://www.sarbanes-oxley.com/

http://www.bis.org/publ/bcbsca.htm

http://www.ogc.gov.uk/sdtoolkit/workbooks/risk/index.html

http://www.ogc.gov.uk/sdtoolkit/workbooks/risk/index.html

http://www.m-o-r.org/web/site/home.asp

http://www.ior-institute.org/

http://www.theirm.org/

http://www.garp.com/

http://www.alarm-uk.com/


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• ITIL• eTOM• ASL• BiSL• ISPL


• Focus on how to organize and operate IT throughout the lifecycle


51

ITIL

• The IT Infrastructure Library• Best practice guidance for IT service

management – Framework for establishing a set of integrated

processes for delivering high quality IT services

• Most widely used and accepted approach• Used to enable IT service provider organizations

to improve the overall quality of service to the business– Within imposed cost constraint– While improving overall IT effectiveness and

efficiency IT Management

Frameworks


52

ITIL Framework

Source: Frameworks for IT Management p.151 IT Management Frameworks


53

ITIL References

• www.itsmf.com• www.itil.co.uk• www.pultorak.com


http://www.itsmf.com/

http://www.itil.co.uk/

http://www.pultorak.com/


54

eTOM

• enhanced Telecom Operations Map• Most widely used and accepted standard for

business process in the telecom industry• Describes the full scope of business

processes required by a service provider– Defines the key elements and how they interact

• Guidebook fast becoming the common business language of the telecom industry



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eTOM Coverage



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eTOM References

• www.tmforum.org - TM Forum website


http://www.tmforum.org/


57

ASL

• The Application Service Library• Public domain approach for

management, maintenance and enhancement / renovation of (business) applications

• A framework of processes + various publications + periodically updated library of best practices

• Available on the ASL Foundation website



58

ASL Framework



59

ASL References

• www.aslfoundation.org




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BiSL

• Business Information Services Library• A framework of processes– Supplemented by various publications– Periodically updated library of best practices

• Focused on how business organizations can improve control over their information systems – Demand for business support– Use of information systems– Contracts and other arrangements with IT

suppliersIT Management

Frameworks


61

BiSL Overall Framework



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BiSL References

• www.bisl.nl• www.aslfoundation.org


http://www.bisl.nl/



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ISPL

• Information Services Procurement Library

• A systematic approach to tendering and delivering IT projects and services

• Helps organizations understand the services to be acquired and delivered in large-scale settings

• Used to professionalize customer-supplier relationships IT Management

Frameworks


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ISPL Deliverable Model



65

ISPL References

• www.ispg.nl


http://www.ispg.nl/


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• MSP• PRINCE2• IPMA Competence Baseline• PMBoK


• Focus on IT project, program, and portfolio management


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MSP

• ‘Managing Successful Programs’• A systematic approach to manage

successful programs to achieve outcomes and realize benefits that are of strategic importance– Program: a specific set of projects

identified by an organization that together will deliver some defined objective, or set of objectives



68

MSP Structure

Source: Frameworks for IT Management p.186 Project Management Frameworks


69

MSP References

• www.programmes.org – MSP website• www.get-best-practice-co.uk• www.apmgroup.co.uk• www.programmes.org• www.usergroup.org.uk• www.mspug.nl• www.e-program.com


http://www.get-best-practice-co.uk/

http://www.get-best-practice-co.uk/

http://www.apmgroup.co.uk/

http://www.programmes.org/

http://www.usergroup.org.uk/

http://www.mspug.nl/

http://www.e-program.com/


70

PRINCE2

• Projects in Controlled Environments (Prince2)

• De facto best practice project management standard in the UK, widely used in Netherlands and Australia

• A project management method– Distinguishes the management of the

development process from the techniques involved in the development process



71

PRINCE2 Organizational Structure

Source: Frameworks for IT Management p.196Project

Management Frameworks


72

PRINCE2 References

• www.get-best-practice.co.uk• www.apmgroup.co.uk• www.prince2.com• www.prnce2.org.uk• www.apmg-network2.com


http://www.get-best-practice.co.uk/

http://www.apmgroup.co.uk/

http://www.prince2.com/

http://www.prnce2.org.uk/

http://www.apmg-network2.com/


73


• The competence standard for project management

• Issued by the International Project Management Association– The common framework document for

all IPMA Member Associations and Certification Bodies



74

IPMA Competence BaselineEye of Competence

Source: Frameworks for IT Management p.221 Project Management Frameworks


75

IPMA Competence BaselineReferences

• www.ipma.ch


http://www.ipma.ch/


76

PMBoK

• Project Management Body of Knowledge• Knowledge, concepts, techniques and

skills of the Project Management profession

• Adopts a modern education model for project management

• Fundamental reference for anyone interested in the project management



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PMBoK Five Groups of Processes

Source: Frameworks for IT Management p.209Project

Management Frameworks


78

PMBoK References

• www.pmi.org• www.allpm.com• www.gantthead.com• www.pmblvd.com


http://www.pmi.org/

http://www.allpm.com/

http://www.gantthead.com/

http://www.pmblvd.com/


79

Summary and call to action

• IT education should be about people, process, and technology• IT frameworks are vital to ensuring adequate coverage of the

people and process side of IT and should figure highly in IS curricula and career development plans for IS professionals

• Leading IT frameworks include:– Quality Management: TQM, ISO 9000, TickIT, ISO 20000,

ISO27001– Quality Improvement : eSCM-SP, IT Balanced Scorecard,

ITS-CMM, Six Sigma– Governance: AS 8015, COBIT, M_o_R– IT Management: ITIL, eTOM, ASL, BiSL, ISPL– Project Management: MSP, PRINCE2, PMBok,


• Start considering how to further integrate IT frameworks into your curricula or career development plan today


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Next Steps

• Learn more about IT frameworks• Read, “Frameworks for IT Management”• http://en.itsmportal.net/books.php?id=35• www.vanharen.net• Visit www.pultorak.com for resources, updates:

• Introductory and implementation presentations, whitepapers, articles, webinars, and links to key resources

• Consulting and education services

• To consider implementing ITIL in your organization– Contact Pultorak at (206) 729-1107 or

[email protected]

http://en.itsmportal.net/books.php?id=35

http://www.vanharen.net/


81

Questions and AnswersDavid PultorakChief ExecutivePultorak & Associates, Ltd.2316 NE 65th Street #301 Seattle, WA 98115(206) [email protected]

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