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

Think service

Understand the drivers

Get business buy-in

Understand the building blocks

Use them sensibly

Developing successful solutions

The consumer has expectationsYou need resources to meet them

Things will go wrongChange is natural

A Suggested Range of IT Services

Mainframes / Servers LAN / WAN Desktop Mobile

Service Desk / Help Desk

Infrastructure Management

Application Development/Application Maintenance

Program & Project Management

Portfolio Management

Strategy & Architecture

Well-Defined Activitieswith a

Wealth of Reference Materialand

Well-Established Performance Measures

andMinimal Uncertainty

Fuzzy Activitieswith a

Body of ConflictingReference Material

and Unclear

Performance Measuresand

Some Uncertainty

Considering all the issues of IT management, we have identified the following as critical issues:

– EnvironmentToday IT manager must manage a decentralized, end-user-focused environment.

– RoleThe 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 FocusThe 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.

– IntegrationIn a given organization, the IT department is no longer strictly a separate function, rather, it is an integrated function of all departments.

– Increased RisksIT managers must be knowledgeable enough to effectively deal with greatly increased security risks brought about by the integration of technology.

– Inadequate PreparationBusiness schools continue to graduate students lacking basic knowledge in IT management.

Critical Issues of IT Management

ServiceTransition

Continual ServiceImprovement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance Methods

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mp

late

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Qualifications

ServiceTransition

Continual ServiceImprovement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition

Continual ServiceImprovement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance Methods

Te

mp

late

s

Qualifications

Governance Methods

Te

mp

late

s

Qualifications

Structure

CMMI

TOGAF

eTOM

Six Sigma

PMBOK

PRINCE2

SOA

COBIT

M_o_R

ISO/IEC 20000

SOX

CertifiedTraining

ISO/IEC27001

ISO/IEC19770

“The significant problems we face cannot be solved by the same level of thinking that created them.” … Albert Einstein

Plan

The internal IT tools mess

ERPfor IT

Build/evolve

CMDB

Metadatarepository

CASE tools(Modeling, SCM)

EnterpriseArchitecture

Project/programportfolio

Projectmanagement

Applicationportfolio

Operationsframework &

metrics

ETL

Elementmanagement

Origins of ITIL (IT Infrastructure Library)

Founded in the United KingdomOffice 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

*White Paper, “HP Service Management Reference Model”

ITIL

Six SigmaBalanced

Scorecard

CoBIT

ISO 9000

CMMIStructure & RolesMetrics

Processes & PracticesTechnology

ControlsPeople

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 componentsIdentify lists of tools needed to support the model

– Systems Architecture– Business needs– Define a roadmap of projects to create the tools

DevelopmentImplementationProcessTools 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 stuffReporting (multiple consumers of common data)Define Scope of the projectOrganization specific

– Development, Test– Delivery, Implementation– Business Process

Obtain CommitmentsPMBOK Guide Compliance

PMBOK ® Guide Framework

Project Management Process Groups.1. Initiation.2. Planning.3. Executing.4. Monitoring and controlling.5. Closing.

Project Management Knowledge Areas.1. Integration Management Ties it all together.

2. Scope Management.

3. Time Management.

4. Cost Management.

5. Quality Management.

6. Human Resource Management.

7. Communication Management.

8. Risk Management.

9. Procurement Management.

Across all organizations.

BA Roles

Tool capabilityGap Analysis

– What existing tools can do– What the customer needs– What needs to be developed

Complete Understanding of the Domain ModelsInterdependences among tools and IMARequirements

– Individual application capability– Mapping fields to Domain Models

Interdependencies– Incident becomes a Problem– Incident drives a change

Use CasesTesting 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