itsm fusion final
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itSMF Fusion 2010 slides on DISA\'s ITSM effortsTRANSCRIPT
A Combat Support Agency
Department of DefenseDefense Information Systems Agency
Drew JaehnigDISA ITSM Office
itSMF USA Fusion ConferenceSeptember 2010
A Combat Support Agency
Provide medical carePay the Warfighters
Provision shipsManage parts and replenish supplies
Manage transportation and maintenance
Provide command and control
Supporting The Department’s Mission
Supporting The Department’s Mission
A Combat Support Agency
3
200019951990198519801975197019651960
DefenseCommunications
SystemCombined
NMCSADP
Support
Sat Comms
NationalMilitary
CommandSystem
World Wide Command and Control System
MinimumEssential
Emergency Communications
Network
Military Satellite Communications
System Office
Defense Switched Network
Defense Data Network
Joint Tactical Command, Control and
Communications Agency
Anti-Drug Network
Defense Mega-centers created
122 Networks Converged –
Defense Information
Systems Network Born
Joint Spectrum Center
DIFFERENT CULTURESDIFFERENT FUNDINGDIFFERENT PROCESSESDIFFERENT LEGISLATION
An IT Powerhouse CreatedAn IT Powerhouse Created
Defense Communications Agency
A Combat Support Agency
4
A Combat Support Agency
5
“The Pentagon is functioning...in the face of these terrible attacks against our country.
It will be open for business tomorrow.” - Former Secretary of Defense Rumsfeld
A Combat Support Agency
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Posturing Forward Critical Infrastructure Enterprise Services
Global Capacity
OperationNobleEagle OEF OIF
CoalitionProvisionalAuthority
IraqiBusiness
Teams
DISASupportElement
- Afghanistan
DISASupportElement
- Iraq
AsianTsunami
LeyteMudslide
HurricaneKatrina
Med-FiberCuts
HaitiEarthquake
SatelliteCollision
Anti-Terrorism Counter-Insurgency
HumanitarianAssistance
DisasterRecovery
GovernmentServices
InfrastructureReconstruction
Setting the Conditions for the Next EngagementDynamic, Asymmetric Challenges
DISA Grassroots ITSM Starts
Nine Years of Converged Process Drives IT Convergence
Nine Years of Converged Process Drives IT Convergence
A Combat Support Agency
Network
EnterpriseComputing
Services
StratifiedOrganization
ConvergedOrganization
Defense in Depth
NetOps Visibility
and Reporting
Policy-BasedEnterprise
Management
Next GenerationOperations
Support System
Extensions
DECCDesign Processes
Policies Technology
DISA’s Strategic VisionDISA’s Strategic Vision
A Combat Support Agency
Network
EnterpriseComputing
Services
StratifiedOrganization
ConvergedOrganization
Defense in Depth
NetOps Visibility
and Reporting
Policy-BasedEnterprise
Management
Next GenerationOperations
Support System
Extensions
DECCDesign Processes
Policies Technology
DISA’s Strategic VisionDISA’s Strategic Vision
The Defense Business Board estimates that $37
Billion of waste is in badly managed IT
“Seams among strategic decision making, the sustaining base, and the edge where the
user operates are disappearing. The objective, then, is a true
Defense enterprise.” -2010 DISA Campaign Plan
A Combat Support Agency
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• Spectrum Management across multiple continents with different frequency allocations and policies
• Seamless Satellite-Terrestrial-Sea communications • Cross classified & non-classified information domains• Global telecommunications path diversity• Constant threat of cyber attack
Fixed Locations
MilitarySATCOM
CommercialCommercial
Deployed Forces
SEAMLESS INTEGRATION
Fiber Wireless
Convergence ChallengesConvergence Challenges
A Combat Support Agency
“People will die”
“Can’t be done here”
“Innovation will be squashed”
“You don’t understand our
business”
“I’m too busy for more work”
“We’re special !”
“Just another fad of the day”
“I’ll just wait this out”
Cultural ChallengesCultural Challenges
A Combat Support Agency
Extremely high availability & performance requirements
Constant threat of attacks impact national security
Funding allocations fosters power silos
Services & SLAs not always established with
customers
Highly regulated and laden with bureaucracy impedes
progress
Military, Civilian, and Contractor cultural
differences
Unique Challenges: The Perfect Storm
Unique Challenges: The Perfect Storm
A Combat Support Agency
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12,000+ military & civilian members
Presence in 40 countries
29 field offices worldwide
8 million+ users
5000+ Gbps capacity
6,100 servers
1.7 petabytes of storage
2,800 applications
215 software vendors
Relocation to Ft. Meade in 2011
DISA TodayDISA Today
A Combat Support Agency
DISA ITSMO
Strategy And Policy
ProcessSpiral
Development
Compliance& Inspection
QualityManagement
StrategicCommunications
DISA CIO
4 Key Tenets
1. Convergence
2. Transparency
3. Single, Accountable Process Owners
4. ISO/IEC 20K Compliance
• Establish and enforce
standards and policies
• Govern improvement efforts
• Convergence across agency
• Unified communications
• Obtain resources
• Monitor and reporting
DISA’s ITSM OfficeDISA’s ITSM Office
March 2010
DISA Vice Director OrdersITSMO to be formed
A Combat Support Agency
Dashed line – Functional Process Relationship
Solid Line – Command Relationship
DISA ITSMO
Process design and continual improvement
Day-to-day operations and local procedures
DirectorateProcess Owners
DirectorateProcess Improvement
Officer
Directorate Process Managers
Integration, compliance, and performance monitoring
Directorate PIO
The Agency’s Process Improvement Offices
The Agency’s Process Improvement Offices
A Combat Support Agency
EXEC Board
CSD CAB(PIO)
NS CAB(PIO)
GO CAB(PIO)
GE CAB(PIO)
CFE CAB(PIO)
Service Management Process Working Group
Agency LevelProcess Change Advisory Board
Directorate Level Process Change Advisory Boards
CIO ITSM Office
ITSM GovernanceITSM Governance
A Combat Support Agency
“The categories of warfare are blurring and no longer fit into neat, tidy boxes.” - Robert M. Gates, Secretary of Defense
Scope of ServicesScope of Services
CYBER SPACE
GLOBAL INFORMATION GRID
(GIG)
DISA’S
CORE
OFFERINGS
DISA’S
INTERNAL
SERVICES
A Combat Support Agency
• ISO 20K audit compliance
• ITSMO sets standards and governs process reform
• ITIL V3 is the ITSM primary Process Framework, also using e-TOM, CobiT, FEA, TOGAF, and others
• Single and accountable process ownership with enterprise scope
• Spiral Development Approach
• Lean Six Sigma as ongoing improvement methodology
Process Reform PoliciesProcess Reform Policies
A Combat Support Agency Maturity Level 1, 2 and / or Silo’ed Process or Non-existent process
Maturity Level 2, 3 and / or Limited agency Penetration
Maturity Level 3, 4 and / or Enterprise View
Target, Baseline,
Gap Analysis
DISA’s Spiral ApproachDISA’s Spiral Approach
Spiral One
Spiral Three
ProcessDesign & Planning
Implementation
Sustainment, Monitoring,
and CSI
Phase I
Phase II
Phase IIIPhase IV
Phase V
Spiral Two
A Combat Support Agency
Assess As-Is
1 month
DesignTo-Be
3 months
Briefings & Approvals
1 month
Deployment
12-18 months
Form Core Team
1 month
Process Design
4 months
Review
1 month
Deployment
12-18 months
Process Spiral Cycle
Time: 1 ½ - 2 Years
Initiation
1 month
Spiral Development TimelineSpiral Development Timeline
A Combat Support Agency
PROCEDURES
Become CONOPs & SOPs(Process Managers & Workers)
WORK INSTRUCTIONSTool-specific content
(Workers & Vendor Documentation)
PROCESS Based on ITIL V3
(Process Owners & Managers)
POLICY
Based on ISO 20000 and CobiT (Executives & Process Owners)
FutureCurrent
DoD Directives
DISA Circulars
DoD Instructions
CJCSIs
DISA Instructions
MOAs
DISA EUR Instructions
DISA PAC Instructions
DISA CONUS Instructions
DFAR
SpeedsStaffing ofChanges
Separation of Process and Policy
Separation of Process and Policy
A Combat Support Agency
MAR 2008: Formed Service Management Process Working Group (SMPWG) to coordinate process improvements
JUN 2008: DISN Strategic Vision and targeted initiatives approved
DEC 2008: Formed the Executive ITSM Governance Board (EIGB)
MAY 2009: Began separation of policy, process, and procedural documentation to streamline approvals and updates
JUN 2009: First performance based, firm-fixed price contract
JULY 2009: Began ITIL V3 training globally
AUG 2009: Formalized structured Change Management
MAR 2010: Formed ITSMO under Office of CIO
APRIL 2010: Designated Six Enterprise Process Owners and began spiral development under governance of ITSMO
JULY 2010: Established new IT Governance structure
Accomplishments to DateAccomplishments to Date
A Combat Support Agency
2010:
Initial process workflow automation
Improved IT Asset Management audit compliance
Enterprise Knowledge Management strategy
2011:
Strengthened IT Governance
Centralized Service Desk
Consolidated Service Catalog
$5B performance-based contracts
2012:
Improved Fiscal transparency
Rapid Agile Provisioning
Business Intelligence Competency Center
Cloud Computing
The Journey ContinuesThe Journey Continues
Critical Success Factors
PRIORITY:
Strong leadership advocacy and oversight
Dedicated ITSMO Director and PIO Chiefs
Single Process Ownership, empowered with enterprise-wide authority
Resource Commitments: People, Time and Monies
Standardized and integrated process workflow systems
Enterprise-wide acceptance and utilization of Governance
Planned and unified communications
Continuous Improvement instilled in culture
A Combat Support Agency
1. Adamantly refuse to provide an ROI during process design but insist on one for all process improvements.
2. It is not always necessary to grab hearts and minds first – the results will do that on their own.
3. Seize any opportunity to realize a quick win with passion.
4. Assume no one communicates – take charge of all communications.
5. It’s a waste of resources to conduct detailed As-Is baselines – maintain razor-sharp focus on the target.
6. It’s sometimes less painful to modify processes to accommodate out-of-the-box toolset capabilities.
7. ITIL Training is not for everyone. Leave Process design and terminology to the experts. ITIL in Stealth Mode has merits.
"In war, only the simple succeeds.” - Field Marshal Paul Von Hindenburg
Lessons From the TrenchesLessons From the Trenches
A Combat Support Agency
“You are the people who stand on the very front line between
freedom and fear.You stand against an evil that cannot be
appeased, cannot be ignored and it must certainly not be allowed to win.”
- Former Secretary of Defense Donald H. Rumsfeld